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Name: Sandeep_Kaur_________________________
BSBINN601 Lead and Manage
Organisational ChangeLearner Workbook
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Table of Contents
Table of Contents...........................................................................................................................1
Candidate Details...........................................................................................................................2
Assessment – BSBINN601: Lead and manage organisational change............................................2
Competency Record to be completed by Assessor........................................................................3
Activities........................................................................................................................................5
Activity 1A......................................................................................................................................5
Activity 1B......................................................................................................................................6
Activity 1C......................................................................................................................................7
Activity 1D.....................................................................................................................................8
Activity 1E......................................................................................................................................9
Activity 2A....................................................................................................................................10
Activity 2B....................................................................................................................................11
Activity 2C....................................................................................................................................12
Activity 2D...................................................................................................................................13
Activity 2E....................................................................................................................................14
Activity 3A....................................................................................................................................15
Activity 3B....................................................................................................................................16
Activity 3C....................................................................................................................................17
Activity 3D...................................................................................................................................18
Activity 3E....................................................................................................................................19
Activity 3F....................................................................................................................................20
Activity 3G...................................................................................................................................21
Skills and Knowledge Activity.......................................................................................................22
Major Activity..............................................................................................................................23
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Assessment criteria for BSBINN601Lead and Manage Organisational ChangeIn this document, you will find the criteria that are required to become competent in this unit. For further information on each element, you can refer to the Assessment Matrix. Included in this document are the elements for the unit, critical aspects of assessment and required skills and knowledge, as well as an assessment tool definition list and the crucial observation and third-party check lists. As well as all the areas covered here, each student must also complete all workbook activities, case studies and major activities, where stated, to become competent within this unit.
NOTE – Re-assessment:
Students will have maximum two (2) reassessments attempts if competency is not achieved on the first instance.
The final grade of ‘C’ for Competent or ‘NC’ for Not Competent is only given at the completion of the unit of competency when all components or parts of the assessment are graded as ‘S’ for Satisfactory. Unsatisfactory results are marked as NS.
Elements for Competency DemonstrationElements for Competency Assessment:
1. Identify change requirements and opportunities
2. Develop change management strategy
3. Implement change management strategy
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
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Foundation Skills:
Reading
Interprets detailed information that may deal with complex ideas related to issues both within and outside the workplace context
Writing
Uses clear and precise language to develop information about objectives, requirements, activities and recommendations
Develops complex plans and strategies in appropriate format for the audience and purpose
Oral communication
Discusses and seeks information using appropriate structure and language for the audience
Uses questioning and active listening to clarify or confirm understanding
Numeracy
Interprets, analyses and presents numeric/financial information in complex documents
Navigate the world of work
Takes a lead role in the development of organisational strategic goals and associated roles and responsibilities
Interact with others
Uses a variety of communication tools and strategies to build and maintain effective working relationships
Uses inclusive and collaborative techniques to seek feedback, negotiate and consult with a range of stakeholders
Get the work done
Plans, organises and implements activities required to achieve strategic priorities and outcomes, including consulting with others and sequencing events to minimise uncertainty for staff
Uses problem-solving skills to identify and analyse issues or barriers, and develop responses
Develops new and innovative ideas through exploration and lateral thinking
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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
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
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 NVR/AQTF assessor requirements.
Links:
Companion volumes available from the IBSA website: http://www.ibsa.org.au/companion_volumes - http://www.ibsa.org.au/companion_volumes
Any observations and practical assessments must be recorded in the observation checklist. All practical tasks should be demonstrated during the length of the course. As the instructor you must maintain a record demonstrating the date of the practical activities and any comments relevant to the performance of each student. Where a student is not able to demonstrate competence in a practical observation activity, further questioning should be put in its place.
As the instructor, you could be assessing the student’s literacy, numeracy and language skills, as well as the content and context of his/her answers.
In some cases, you will have to adjust and amend the assessment tools, using different and varied methods (such as oral assessment), to allow students to be assessed according to their needs and abilities.
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Assessment Tool DefinitionsAssessment Tool How is it used? What is it?Learner Workbook Activities(Entire completion is required)
Each student should be given a Learner Workbook which will hold several activities, both formative and summative, that all need to be completed in conjunction with the appropriate sessions. The PowerPoint, Learner Guide and instructor should provide further information to help with the activities.
Observation/Demonstration(To be completed for each numbered point as stated on the checklist)
An observation should be completed for each of the students by the instructor. If the tasks aren’t everyday actions, a simulated environment is acceptable, or a demonstration can be set up. An observation checklist can be found at the end of this document.
Major Activity(Entire completion is required)
A Major Activity is a summative assessment and can be found in the Learner Workbook, after all the activities are completed. This is an extended piece of summative assessment which should take anywhere between 1-2 hours and every student should complete this work. It is a requirement for each unit to check knowledge and understanding.
Skills and Knowledge Activity(Entire completion is required)
A Skills and Knowledge Activity is a summative assessment and is found before the Major Activity in the Learner Workbook. This should take between 1-2 hours and every student should complete this work. It is a requirement for each unit to check knowledge and understanding of the foundation skills and knowledge evidence.
Third Party (To be completed for each numbered point as stated on the checklist)
A Third-Party checklist is very similar to an Observation Checklist in its format, but it can be completed by someone who works with the learner and has witnessed them completing tasks which coincide with the elements of the unit. The checklist can be found at the end of this document.
Case Study(Entire completion is required)
Not all units will have Case Studies but those that do will be clearly stated within the PowerPoint and the Learner Workbook. It will appear as any other activity, but it will be named ‘Case Study’ and will provide an example of a possible real-life situation for the learner to read, interpret and then answer questions on.
Learner Guide(To be used as an informational guide)
The Learner Guide links with the Learner Workbook as it provides the information given during sessions and more. It can help students to further their knowledge and to also complete the activities.
Evidence Document(Not a necessity for completion of unit but can be used as an aid or to collect further evidence)
The Evidence Document lists all the Elements and Performance Criteria with an area for written reports etc, to add evidence to the student’s portfolio. It can be used for any of the performance criteria, especially those which may not have been covered by any other assessment tool. The student can circle several the criteria that they may feel they need further evidence of or it can be used as a guide for completing further Observations and Third-Party reports.
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Observation/DemonstrationThroughout this unit, the learner will be expected to show their competency of the elements through observations or demonstrations. The observations and demonstrations will be completed as well as the formative and summative assessments found in the Learner Workbook. An explanation of demonstrations and observations:
Demonstration is off-the-job
A demonstration will require:
Performing a skill or task that is asked of you
Under taking a simulation exercise
Observation is on-the-job
The observation will usually require:
Performing a work-based skill or task
Interaction with colleagues and/or customers
The observation/demonstration will take place either in the workplace or the training environment, depending on the task to be undertaken and whether it is an observation or demonstration. Each task must be observed. You will need to ensure you provide the learner with the correct equipment and/or materials to complete the task. You will also need to inform the learner of the time they have to complete the task; this will once again vary, depending on the task.
Learner should be able to demonstrate they can:
1. Identify change requirements and opportunities
2. Develop change management strategy
3. Implement change management strategy
Learners should also demonstrate the following skills:
Reading
Writing
Oral communication
Numeracy
Navigate the world of work
Interact with others
Get the work done
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Observation/Demonstration Checklist
Candidate’s Name SAssessor or Observer’s Name Solomon GomezUnit of Competence(Code and Title) BSBINN601 Lead and Manage Organisational Change
Date of Assessment
Location 75 Gozzard Street, Gungahlin, 2913
Demonstration Tasks
Materials and Equipment
Tasks to be observed, demonstrated or simulated if appropriate
Yes No Comment
1. Identify change requirements and opportunities:Did the learner demonstrate that they could identify strategic change needs through an analysis of organizational objectives?
2. Identify change requirements and opportunities:Did the learner demonstrate that they could review existing policies and practices against strategic objectives to identify where changes are required?
3. Identify change requirements and opportunities:Did the learner demonstrate that they could monitor the external environment to identify events or trends that impact on the achievement of organisational objectives?
4. Identify change requirements and opportunities:Did the learner demonstrate that they could identify major operational change requirements due to performance gaps, business opportunities or threats, or management decisions?
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5. Identify change requirements and opportunities:Did the learner demonstrate that they could review and prioritise change requirements or opportunities with relevant managers?
6. Identify change requirements and opportunities:Did the learner demonstrate that they could consult stakeholders, specialists and experts to assist in the identification of major change requirements and opportunities?
7. Develop change management strategy:Did the learner demonstrate that they could undertake cost-benefit analysis for high priority change requirements and opportunities?
8. Develop change management strategy:Did the learner demonstrate that they could under take risk analysis and apply problem solving and innovation skills to identify barriers to change and agree and record mitigation strategies?
9. Develop change management strategy:Did the learner demonstrate that they could develop change management project plan?
10. Develop change management strategy:Did the learner demonstrate that they could obtain approvals from relevant authorities to confirm the change management process?
11. Develop change management strategy:Did the learner demonstrate that they could assign resources to the project and agree reporting protocols with relevant managers?
12. Implement change management strategy:Did the learner demonstrate that they could develop communication or education plan, in consultation with relevant groups and individuals, to promote the benefits of the change to the organisation and to minimise loss?
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13. Implement change management strategy:Did the learner demonstrate that they could arrange and manage activities to deliver the communication or education plans to relevant groups and individuals?
14. Implement change management strategy:Did the learner demonstrate that they could consult with relevant groups and individuals for input into the change process?
15. Implement change management strategy:Did the learner demonstrate that they could identify and respond to barriers to the change according to risk management plans?
16. Implement change management strategy:Did the learner demonstrate that they could action interventions and activities set out in project plan according to project timetable?
17. Implement change management strategy:Did the learner demonstrate that they could activate strategies for embedding the change?
18. Implement change management strategy:Did the learner demonstrate that they could conduct regular evaluation and review and modify project plan where appropriate to achieve change program objectives?
The candidate’s performance was:
Not Satisfactory Satisfactory
Further Comments:
Candidate’s Signature
Assessor/Observer’s Signature
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Support Questions for observation checklist
Candidate’s Name
Assessor or Observer’s Name
Unit of Competence
(Code and Title)
Date of Assessment
Location
The candidate’s performance was: Not Satisfactory Satisfactory
Client Feedback
Candidate’s Signature
Assessor/Observer’s Signature
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Third Party ReportsThe Third-Party Report should be completed by a senior member of staff i.e. a supervisor or manager, where possible. The report should cover the points below, with a description to show that the tasks have been witnessed over time, while working with the learner. Examples, times, dates etc. should be included, if possible.
As this unit is about leading and managing organisational change, you will need to have witnessed the learner within a working or training environment:
1. Identifying change requirements and opportunities
2. Developing change management strategy
3. Implementing change management strategy.
Ticking yes/no next to the tasks is required, as well as an accompanying report.
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Third Party Checklist
Candidate’s Name
Assessor or Observer’s Name
Unit of Competence
(Code and Title)
Date of Assessment
Location
Demonstration Tasks
Materials and Equipment
Tasks to be simulated if not witnessed over time: Yes No1. Did the learner identify strategic change needs through an analysis of
organizational objectives?2. Did the learner review existing policies and practices against strategic
objectives to identify where changes are required?3. Did the learner monitor the external environment to identify events
or trends that impact on the achievement of organisational objectives?
4. Did the learner identify major operational change requirements due to performance gaps, business opportunities or threats, or management decisions?
5. Did the learner review and prioritise change requirements or opportunities with relevant managers?
6. Did the learner consult stakeholders, specialists and experts to assist in the identification of major change requirements and opportunities?
7. Did the learner undertake cost-benefit analysis for high priority change requirements and opportunities?
8. Did the learner undertake risk analysis and apply problem solving and innovation skills to identify barriers to change and agree and record mitigation strategies?
9. Did the learner develop change management project plan?
10. Did the learner obtain approvals from relevant authorities to confirm the change management process?
11. Did the learner assign resources to the project and agree reporting protocols with relevant managers?
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12. Did the learner develop communication or education plan, in consultation with relevant groups and individuals, to promote the benefits of the change to the organisation and to minimise loss?
13. Did the learner arrange and manage activities to deliver the communication or education plans to relevant groups and individuals?
14. Did the learner consult with relevant groups and individuals for input into the change process?
15. Did the learner identify and respond to barriers to the change according to risk management plans?
16. Did the learner action interventions and activities set out in project plan according to project timetable?
17. Did the learner activate strategies for embedding the change?
18. Did the learner conduct regular evaluation and review and modify project plan where appropriate to achieve change program objectives?
The candidate’s performance was:
Not Satisfactory Satisfactory
Further comments:
Candidate’s Signature
Assessor/Observer’s Signature
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Third Party Evidence
Confidential InformationName of Candidate
RTO:
Unit(s) of Competence
As part of the assessment for the units of competency, we are seeking evidence to support a judgment about the candidate’s competence. As part of the evidence of competence we are seeking reports from the supervisor and other people who work closely with the candidate.
Name of the supervisor:
Workplace:
Address:
Phone:
Do you understand which evidence/tasks the candidate has Yes Noprovided/performed that you are required to comment on?
As the assessor explains the purpose of the candidates Yes Noassessment?
Are you aware that the candidate will see a copy of this form? Yes No
Are you willing to be contacted should further verification of this Yes Nostatement be required?
What is your relationship to the candidate?
How long have you worked with the person being assessed?
How closely do you work with the candidate in the area being assessed?
What is your technical experience and/or qualification (s) in the area being assessed? (Include any assessment or training qualifications.)
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Does the candidate:
Perform tasks to the industry standards? Yes No
Managed job tasks effectively? Yes No
Implement safe working practices? Yes No
Solve problems on the job? Yes No
Work well with others? Yes No
Add that to new tasks? Yes No
With unusual or non-routine situations? Yes No
Overall do you believe the candidate conforms to the standard required by the unit of competency on a consistent basis?
Identify any training needs for the candidate:
Any other comments:
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Candidate Details
Assessment – BSBINN601: Lead and manage organisational changePlease complete the following activities and hand in to your trainer for marking. This forms part of your assessment for BSBINN601: Lead and manage organisational change.
Name: Sandeep Kaur ____________________________________________________________
Address: 228 plimsoll drive Casey ACT 2913 _____________________________________________________________
_____________________________________________________________
Email: [email protected] _____________________________________________________________
Employer: _____________________________________________________________
Declaration
I declare that no part of this assessment has been copied from another person’s work except for where I have listed or referenced documents or work and that no part of this assessment has been written for me by another person.
Signed: ____________________________________________________________
Date: ____________________________________________________________
If activities have been completed as part of a small group or in pairs, details of the learners involved should be provided below:
This activity workbook has been completed by the following persons and we acknowledge that it was a fair team effort where everyone contributed equally to the work completed. We declare that no part of this assessment has been copied from another person’s work except for where we have listed or referenced documents or work and that no part of this assessment has been written for us by another person.
Learner 1: ____________________________________________________________
Signed: ____________________________________________________________
Learner 2: ____________________________________________________________
Signed: ____________________________________________________________
Learner 3: ____________________________________________________________
Signed: ____________________________________________________________
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Competency Record to be completed by AssessorLearner Name: _______________________________________________________
Date of Assessment: July 22, 2018
The learner has been assessed as competent in the elements and performance criteria and the evidence has been presented as:
Assessor Initials
Authentic
Valid
Reliable
Current
Sufficient
Learner is deemed: COMPETENT NOT YET COMPETENT (Please circle)
If not yet competent, date for re-assessment: ____________________________________
Comments from Trainer / Assessor:
__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Assessor Signature: ________________________________________________________
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Observation/DemonstrationThroughout this unit, you will be expected to show your competency of the elements through observations or demonstrations. Your instructor will have a list of demonstrations you must complete or tasks to be observed. The observations and demonstrations will be completed as well as the activities found in this workbook. An explanation of demonstrations and observations:
Demonstration is off-the-job
A demonstration will require:
Performing a skill or task that is asked of you
Undertaking simulation exercise
Observation is on-the-job
The observation will usually require:
Performing a work-based skill or task
Interaction with colleagues and/or customers
Your instructor will inform you of which one of the above they would like you to do. The demonstration/observation will cover one of the unit’s elements.
The observation/demonstration will take place either in the workplace or the training environment, depending on the task to be undertaken and whether it is an observation or demonstration. Your instructor will ensure you are provided with the correct equipment and/or materials to complete the task. They will also inform you of how long you must complete the task.
You should be able to demonstrate you can:
1. Identify change requirements and opportunities
2. Develop change management strategy
3. Implement change management strategy
You should also demonstrate the following skills:
Reading
Writing
Oral communication
Numeracy
Navigate the world of work
Interact with others
Get the work done
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Activities
Activity 1AEstimated Time 10 MinutesObjective To provide you with an opportunity to identify strategic change needs
through an analysis of organizational objectives.Activity Why is it important to analyse the organisation’s objectives when identifying
change requirements or opportunities? To ensure that any change programs are in line with original objective.There is no conflict right effort applied at the right place.That change supports organisational objective rather change objective.First analysis the objectiveTo ensure that current change brings desired result in line with organisational objective.
Give three examples of the types of strategic change that may be required because of an analysis of organisational objectives.Change in waste material, landfill material.Change in customer service time/ waiting time.Change in products and services.Technology improvements like internet banking/ plastic money.Recruitment ( more employees and less employees).
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Activity 1BEstimated Time 10 MinutesObjective To provide you with an opportunity to review existing policies and practices
against strategic objectives to identify where changes are required.Activity Why should existing policies and practices be reviewed against strategic
objectives?Purpose of fit may be no longer fit for purpose of delivering in term of new technology.For updating, delectation or replacement.To identify new requirements like compactorCustomer requirements, Social changes, Economic changes
Imagine that an organisation has a new strategic objective concerning the introduction of new technology throughout the business which will affect all employees. Which types of policies and practices may need to be reviewed in the light of this objective?Staff training policyRecruitment policyCyber security policyConfidential IT policy needs to reviewWork flexibility
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Activity 1CEstimated Time 20 MinutesObjective To provide you with an opportunity to monitor the external environment to
identify events or trends that impact on the achievement of organizational objectives.
Activity Give six examples of the types of external trends or events that may impact on achievement of the organisation’s objectives.Consumer-drivenEcological EconomicGlobalLegalPoliticalSocialTechnologicalThe drive to corporate sustainabilityThe move to a knowledge economyWorkforce-drivenCompetitor activities rise and fall in interest rate
Using the PESTLE analysis tool, identify three current factors in each category which affect (or may potentially affect) your industry sector.
Current factors
Political
Economic
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Sociological
Technological This is concerned with what is happening in technology and how this impacts on your organisation. It includes these areas for example: Mobile phone technology, Internet, Social media
Legal
Environmental
Activity 1DEstimated Time 20 MinutesObjective To provide you with an opportunity to identify major operational change
requirements due to performance gaps, business opportunities or threats, or management decisions.
Activity Give 3 examples of each of the following factors which may result in change in an organisation:
FactorPerformance gaps Shortfall in production target/ having less
employees.Lower customer satisfaction.Fall in the profit target and quality problems.
Business opportunities Changes in customer requirements.Latest availability technology skill and knowledge.Market changes in market/ political changes
Business threats Competitors/ supply problems Price Change in legalisation
Management decisions Change in hire achy
Imagine that a graphic design company has found that they are only delivering 70% of customer projects on time; that customer satisfaction is low
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and that a competitor has started trading on the same business park, targeting the same customer base. What changes might arise from this set of circumstances?Training opportunities Improvement in project deliveringTimeframe time bound targets
Activity 1EEstimated Time 1 HourObjective To provide you with an opportunity to review and priorities change
requirements or opportunities with relevant managers; and to consult stakeholders, specialists and experts to assist in the identification of major change requirements and opportunities.
Activity Why is it important to review and prioritise change requirements or opportunities with relevant managers and specialists?To gain maximum involvement and commitment manager and people who directly involved in the management.They are expertise in their knowledge and experienceTo get relevant budgetTo get maximum support for the implement of the changeTo avoid any conflicting idea in the change process
Group and case study questions – to be conducted and assessed by the
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trainer.
In groups of three/four, the learner should consult with the group:Meet with a group of managers about proposed new changes in manufacturing processes to improve productivity and reduce waste for the supply of ready-made sandwiches. Draw up an agenda for a meeting with this group and consult them about the proposed changes and their priorities.
Review of organisation objectives
Impact of the new change/ based on current data
Allocation of resources/ budget
Supply chain issues
Review of our processes and waste management policies
Unique character of product
Case study exercise – to be carried out in pairs, the learner should brief: Brief a contractor to support you in identifying opportunities for a major change in your organisation/example organisation. What key points would you wish to include in this conversation?
Activity 2AEstimated Time 15 MinutesObjective To provide you with an opportunity to undertake cost-benefit analysis for
high priority change requirements and opportunities.Activity Why is it important to undertake a cost-benefit analysis for high priority
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change requirements and opportunities?To make a good decision To ensure that investment time cost and other resources are worthwhileAllocation of resources To allocate sufficient budget to change the performanceTo identify and prepare any unexpected cost and benefits
Imagine the graphic design company has decided to invest $50,000 in new equipment, staff training and consultancy support to streamline its work flow. What are the potential tangible and intangible benefits to be achieved from this investment?Tangible= EfficiencyIncrease profitabilityIncrease productivity Quality of productsMore customerIntangible =Skill development Repeat customerStaff morale/good service
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Activity 2BEstimated Time 20 MinutesObjective To provide you with an opportunity to undertake risk analysis and apply
problem solving and innovation skills to identify barriers to change and agree and record mitigation strategies.
Activity What is the purpose of a risk analysis when developing a change management strategy?To develop mitigate strategies for riskTo receive the maximum benefits of the changeTo be aware of factors which can impact our organisation/ change programTo develop contingencies plansTo prevent the loss
Imagine that the graphic design company is introducing new technology and working practices. What barriers might be encountered?To provide training to staff/ staff resistance to learn new technology Lack of co-operation Lack of moraleResistance to change of existing cultureLack of clarity about staff role and responsibility
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What mitigation strategies could be implemented to avoid the barriers identified in the previous question?Staff skill knowledge and training To encourage staff involvement How to develop communication with staff Incentive and rewards
Activity 2CEstimated Time 10 MinutesObjective To provide you with an opportunity to develop change management project
plan.Activity Why is it important to develop a change management project plan?
It avoids any doubt or confusionIt enables the planning and scheduling of key tasksIt ensures that key tasks are not missed It enables accurate budgeting for activities involved It acts as a communication tool It enables the systematic review of progress against the plan so that adjustments can be made if necessary.
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What key information should be included in the change management project plan?Project titleKey people involved Project objectives ideally linked to organisational objectivesWhat is/is not in the scope of the project Timescales Budget Monitoring and review arrangements Reporting arrangements.
Activity 2DEstimated Time 1 HourObjective To provide you with an opportunity to obtain approvals from relevant
authorities to confirm the change management process.Activity Why is it important to gain approval from relevant authorities for change
management processes?They are the decision makers
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To ensure the support is received from the higher managementIt helps to things happenTo ensure that resources are available to implement the change To avoid any problems of risks which can come at the latest stage
The following question itso be conducted and assessed by the trainer.In pairs, the learner should carry out the following task:
You are applying for access to a funding partner’s grant for businesses such as yours (or example business). You are seeking their approval for a change programme in which you are requesting a $5,000 investment in developing new procedures and staff training.
Consult with and ask the funding partner for approval
You may want to include the following points in your consultation:
Review the funding partner’s criteria for awarding the grant Ask the funding partner for examples of the types of projects that
they have invested in before, and the types of projects which they will support in the future
Brief the funding provider on your proposal and how it satisfies their criteria and benefits the business, staff and customers
Share the change management strategy and project plan with them Sell the benefits of your change programme Seek information about any conditions that they might impose on the
funding and assure them of how these will be incorporated in your plans.
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Activity 2EEstimated Time 25 MinutesObjective To provide you with an opportunity to assign resources to the project and
agree reporting protocols with relevant managers.Activity What resources might you allocate to a project?
People for example specialists, contractors, employees, consultants and stake holderEquipment like vehicle, software and furnitureFinance Material like raw material
Identify a current, small scale work (or non-work-related) project that is taking place in your organisation (or example organisation). Identify the resources that would be required to successfully implement this project.To provide health safety and training
For the project above, identify who needs to be updated as to the progress of the project, how this is done and how frequently.Stake holder Employees
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Activity 3AEstimated Time 40 MinutesObjective To provide you with an opportunity to develop communication or education
plan, in consultation with relevant groups and individuals, to promote the benefits of the change to the organization and to minimize loss.
Activity Develop a communication plan for your organisation, or an example organisation, as part of implementing change strategy and consult with two other members of your group, as acting stakeholders.
Think of a recent change that took place in your organisation or another organisation that you know. What were the benefits of this change?Skilled workers no need to provide training Professional trained staff To reduce the paper-based change in sustainability/ eco-benefits-cost effective Time management like attendance system using biometrics- punctuality/ cost saving/ convience.
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Thinking of the same change as in the previous question, what types of loss were experienced by people affected by or involved in the change? How could this be considered in the communication process?
Activity 3BEstimated Time 20 MinutesObjective To provide you with an opportunity to arrange and manage activities to
deliver the communication or education plans to relevant groups and individuals.
Activity Imagine that you are planning a series of briefing sessions to brief the staff about a forthcoming office move. What should your briefing cover?
What practical arrangements do you need to consider when arranging and managing communication/training activities?
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Activity 3CEstimated Time 40 MinutesObjective To provide you with an opportunity to consult with relevant groups and
individuals for input into the change process.Activity Imagine that you are planning a consultation event in your own organisation
as part of a change program to introduce new equipment (hardware or software).
Please answer the following questions:
How would you select members of the consultation group/s?
When, where and how will the consultation/s take place?
What key questions will be asked as part of the consultation process?
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What will happen to the results/output from the consultation process?
In groups of three or four – the learner should perform the following consultation to their ‘acting colleagues’:
Following on from the questions above, consult with your group of colleagues and ask for their input into how the changes may affect them.
Activity 3DEstimated Time 15 MinutesObjective To provide you with an opportunity to identify and respond to barriers to the
change according to risk management plans.Activity Imagine that you are managing the project which you considered in Activity
3C. What barriers might you encounter and how might you respond to them?
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Activity 3EEstimated Time 20 MinutesObjective To provide you with an opportunity to action interventions and activities set
out in project plan according to project timetable.Activity Choose three of the following possible interventions and actions which may
occur on a project plan. Thinking of the context of your own organisation, describe how you would ensure the correct/appropriate implementation of these actions:
Action research Career planning Job redesign Sensitivity training Succession planning Surveys (with feedback) Team building Termination or redeployment Training Transition analysis.
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Activity 3FEstimated Time 20 MinutesObjective To provide you with an opportunity to activate strategies for embedding the
change.Activity Why is it important to activate strategies for embedding the change?
Imagine that you are managing a change programme to implement a series of complex new procedures which are designed to reduce waste and improve quality and efficiency. What strategies might you use to embed the change?
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Activity 3GEstimated Time 40 MinutesObjective To provide you with an opportunity to conduct regular evaluation and review
and modify project plan where appropriate to achieve change program objectives.
Activity Why is it important to evaluate and review progress during a change management programme?
What methods can be used to evaluate and review progress of a change programme?
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Group question – to be assessed by the trainer:
Following on from Activity 3F, in a group of three, evaluate the change programme that has been implemented for a series of complex new procedures designed to reduce waste and improve quality and efficiency. Include the methods you would use to review progress towards achieving your objectives.
Skills and Knowledge ActivityEstimated Time 45 MinutesObjective To provide you with an opportunity to demonstrate your knowledge of the
foundation skills, knowledge evidence and performance evidence.Activity Complete the following individually and attach your completed work to your
workbook.
The answers to the following questions will enable you to demonstrate your knowledge of:
Reading Writing Oral communication Numeracy Navigate the world of work Interact with others Get the work done Change management process or cycle and strategies for communicating
and embedding change Organisational behaviour and the external environment impact on
change strategies Components of a change management project plan Potential barriers to change and the possible strategies to address
barriers
Answer each question in as much detail as possible, considering your organisational requirements for each one.
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1. Describe a process or cycle for managing organisational change effectively.
2. What are the components of a change management project plan?
3. Identify six external environmental factors which can impact on change strategies. Give two examples of relevant areas under each category.
4. Describe how organisational behaviour can affect a change management programme.
5. List three potential barriers to change in your organisation and describe specifically how those barriers may impede the change process.
6. Describe three strategies for embedding change in an organisation. You should mention how the project leader can use their interpersonal and leadership skills to support this.
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Major ActivityEstimated Time 1 HourObjective To provide you with an opportunity to demonstrate your knowledge of the
entire unit.Activity This is a major activity – your instructor will let you know whether you will
complete it during class or in your own time.
Attach your completed answers to the workbook.
You must individually, answer the following questions in full to show your competency of each element:
1. Identify change requirements and opportunities2. Develop change management strategy3. Implement change management strategy
Describe how you would identify a need for strategic change in an organisation by describing the following processes:
1. Analysing organisational objectives2. Reviewing existing policies and practices3. Researching external events or trends4. Reviewing performance gaps, business opportunities or threats,
management decisions5. Consulting with relevant managers, specialists and experts.
Describe how you would develop change management strategy for an organisation, including how to:
6. Conduct a cost-benefit analysis for the change7. Identify barriers to the change8. Undertake a risk analysis and agree mitigation strategies9. Develop a change management project plan10. Obtain approval from the relevant authorities11. Assign resources to the project and agree reporting protocols.
Describe how you would implement the change management strategy including how to:
12. Develop and implement a communication/education plan to promote the change and minimise loss
13. Consult with relevant groups and individuals for their input to the change process
14. Identify and respond to any barriers to the change15. Action any interventions and activities according to the plan16. Activate strategies to embed the change17. Evaluate and review the change18. Modify the project plan when necessary.
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