Advance Diploma Of Business Get Instant Assignment Help With Us – Assignments Online | assignmentsonline.org

   

Assessment task 1: Knowledge Test

Required documents and equipment:

• Computer with      internet connection to refer to various resources.
• Australian School      of Commerce Learners’ resources for the unit BSBINN601 – Lead and manage organisational change (organised by      the trainer/assessor)
• Learner’s notes 

Instructions for students:

§ This assessment will be conducted in Computer lab with access to the resources listed above.

§ You must answer all knowledge questions as part of this assessment and submit answers in electronic copy. The assessor will verify the authenticity of the work by asking questions regarding the answers provided. You must satisfactorily answer all questions to be deemed Satisfactory for this assessment.

§ Be concise provide explanation according to the given word-limit and do not provide irrelevant information. Be careful, quantity is not quality.

§ Be careful to use non-discriminatory language. The language used should not devalue, demean, or exclude individuals or groups on the basis of attributes such as gender, disability, culture, race, religion, sexual preference or age. Gender inclusive language should be used.

§ When you quote, paraphrase, summarise or copy information from the sources you are using to write your answers/research your work, you must always acknowledge the source.

§ You are required to mention your name and student Id in either header or footer of the assessment document to be submitted.

Planning the assessment

Access all resources mentioned in required resources, either printed copies or access via the internet.

• You must answer all questions in the      knowledge test assessment.
• Time allocated to complete this      assessment is 1 hours.
• Complete and submit the assessment on the      same day of the assessment.
• Assessor will set a time to provide      feedback.

Evidence specifications:

At the end of the assessment, student will be required to submit the following evidence on the same day of the assessment.

• Completed      assessment task with all questions answered.
• Completed and      signed cover sheet for the assessment.

Evidence submission:

· Documentation must be submitted electronically.

• Assessor will      record the assessment outcome on the assessment cover sheet.

Knowledge Test

  

QUESTION   NUMBER

QUESTIONS

Students   response (to be completed by the assessor)

 

Question   1:

Explain   the three major stages   in the change management process. 

S 

NS

 

Question   2:

Identify   and explain five of the steps used   in a communication strategy when communicating and embedding change. 

S 

NS

 

Question 3:

Explain   how organisational behaviour impacts change strategies. 

S 

NS

 

Question   4:

Explain   five ways the external   environmental can impact change strategies. 

S 

NS

 

Question   5:

Describe   two components of a change   management project plan. 

S 

NS

 

Question   6:

List   four examples of barriers to   change and four strategies that   can be used to address them. 

S 

NS

Assessment Task 2: Project

Required documents and equipment:

• Computer with      internet connection to refer to various programs such as MS word, MS      excel, MS PowerPoint or any other recognised software program.
• Australian School      of Commerce Learners’ resources for the BSBINN601 – Lead and manage organisational change (organised by      the trainer) 

· Learner’s notes 

· Appendix 1 (provided by trainer/assessor

· Appendix 2 (provided by trainer/assessor)

· Appendix 3 (provided by trainer/assessor) 

· Appendix 4 (provided by trainer/assessor)

· Appendix 5 (provided by trainer/assessor)

· Appendix 6 (provided by trainer/assessor)

· Appendix 7 (provided by trainer/assessor)

· Appendix 8 (provided by trainer/assessor)

· Appendix 9 (provided by trainer/assessor)

· Appendix 10 (provided by trainer/assessor)

· Appendix 11 (provided by trainer/assessor)

Instructions for students:

Evidence specifications:

At the end of this assessment, you will be required to submit following evidence before due date specified by the assessor:

At the end of this assessment, you will be required to submit following evidence before due date specified by the assessor

• Completed task as      required by this assessment.

o Change requirements report (Task One) 

o Change management project plan (Task Two) 

o  Cost–benefit analysis (Task Two) 

o  Risk management plan (Task Two) 

o Communication plan/education plan (Task Three) 

o Strategy report to address barriers (Task Four)

o Report on implementing interventions and activities including the strategies for 

embedding change (Task Five)

o Evaluation report (Task Six)

o Modified change management plan (Task Six)

· Completed and signed cover sheet for assessment.

Evidence submission:

• Documentation can      be submitted electronically or paper-based.
• Assessor will      record the assessment outcome on the assessment cover sheet.

Overview: (You can choose any other organisation as a topic for this assessment, which must be approved by assessor.)

Write a report that identifies the change requirements and opportunities needed to determine a strategic change and support organisational objectives. The report must include the above-mentioned evidence to submit. You may use the example scenario in Annex ix. 

This Project has been split into six separate tasks. Please complete each task in the order they appear. 

Task One 

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

a. Identify strategic change needs by analysing organisational objectives. 

b. Review existing policies and practices against strategic objectives. 

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

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

 template in Annex V). 

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

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

(refer to the template in Annex VII). 

Task Two 

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

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

opportunities you have identified. 

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

analysis (refer to the template in Annex VIII). 

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

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

Task Three 

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

a. Consult with relevant individuals to determine how you will promote the benefits of  

change and minimize loss to the organisation. You may seek feedback via email, video 

conferencing, etc. 

b. Organise and manage the activities required to deliver the plan, including time lines for 

implementation. This may include managing the frequency of reports and 

communications between relevant individuals. 

Task Four 

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

Task Five 

Begin the change management process: 

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

b. Carry out the strategies for embedding the change. 

Task Six 

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

The final documents you submit for assessment will be assessed using the project criteria provided. 

All project criteria outlined must be covered satisfactorily for Part B to be completed satisfactorily. 

You must complete the project unassisted by the assessor or other personnel but may refer to reference material as needed

Assessment Task 3: Observation

Overview:

Task One

Using your analysis of the internal and external environments for change in the change requirement report, conduct a face-to-face discussion with stakeholders, specialists and experts to seek their input in relation to change requirements or opportunities:

a. Identify and consult with key stakeholders and other relevant people, such as by conducting a stakeholder analysis (refer to the template in Annex V).

b. Identify major change requirements and opportunities that support organisational objectives.

c. Review and prioritize change requirements or opportunities by speaking with relevant managers. This includes negotiating and maintaining effective working relationships.

Task Two

Based on the change management project plan you have developed in Assessment A Task Two, present the mitigation strategies to the stakeholders. You will be observed interacting with the stakeholders to obtain agreement on the mitigation strategies that can be used to address identified barriers. This includes using appropriate questioning and listening skills to clarify information.

Task Three

Based on the change management project plan you have developed in Assessment A Task Two, speak to managers to clarify and confirm information to implement the strategy:

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

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

You will be observed consulting with relevant groups to obtain input into the change management process. This will involve discussions and questioning to clarify information and confirm understanding.

Appendix1- Assessment resource in simulated business environment

Australian School of Commerce will conduct this assessment in computer lab by setting simulated business environment which is safe and experiences typical writing field of work. The following resources will be made available to the learner:

• Australian School of Commerce’s office equipment      and resources
• sample organisational policies and procedures

Copyright: Instructions in this tool have been developed by NTA and Australian School of Commerce for sole purpose of use by Australian School of Commerce. Any part of these assessment instructions cannot be reproduced in full or part for without approval of Australian School of Commerce and NTA which holds authorship rights.

Appendix 2- Peer Review Form

[Insert your name here] 

Use this peer review form to provide feedback to your colleague’s role-play performance. Please rate their performance in terms of the items listed below with applicable comments where necessary and return the form to your colleague upon the completion of the presentation.

  

Fair

Good 

Excellent 

 

1. The performance was organised according to the   selected enterprise’s plans, policies and procedures.

 

2. The information was presented in a logical manner   with insight into the correct process of leading and managing the workplace   effectively.

 

3. The language used was clear and concise.

 

4. The performer had good eye contact with the   audience and used positive body language.

 

5. The performer listened to questions and answered   appropriately.

 

Comments (if any)

Appendix 3- Communication plantemplate 

You can use the templates to complete Assessment A – Project. You may customise these documents to suit your needs.

Communication Plan

  

Objective:

 

Relevant   stakeholders

(managers, clients, teams, etc.)

 

Required resources

(location, equipment, etc.)

 

Method

(slideshow presentation, video conferencing,   etc.)

 

Schedule/delivery   date

 

Relevant policies/procedures

 

Security/confidentiality status

 

Outcomes/follow-up actions

 

Documentation

(hand-outs, presentation slides, statistical analysis, etc.)

Appendix 4- Gap analysis template

Gap analysis

  

Business objective

HR requirements to meet   objectives

Gap – does the organisation have what it needs?

Outcome of not   addressing the gap

Potential solutions to address the gap

 

 

 

 

 

 

Appendix 5 – PEST analysis template

  

Political

Economical

 

 

Social

Technological

 

Appendix 6 – Key stakeholder analysis template

Key stakeholder analysis

  

Student name:

Date   of analysis:

 

Name of stakeholder/company

Contact person

Level of importance

Level of influence

Stakeholder needs

Stakeholder interests

Strategy for engaging the stakeholder

 

 

 

Appendix 7 – SWOT analysis template

  

Strengths

Weaknesses

 

 

Opportunities

Threats

 

Appendix 8 – Risk management plan template

Risk management plan

  

Background:

 

Context:

 

Level of access and   restrictions:

 

Reporting   requirements:

Risk matrix

  

Level of likelihood

Level   of impact

 

1

(Insignificant)

2

(Minor)

3

(Moderate)

4

(Major)

5

(Catastrophic)

 

A (Expected)

Medium

Medium

High

Extreme

Extreme

 

B (Probable)

Medium

Medium

Medium

High

Extreme

 

C (Possible)

Low

Medium

Medium

High

High

 

D (Improbable)

Low

Low

Medium

Medium

High

 

E (Rare)

Low

Low

Low

High

Medium

Risk evaluation

  

Priority

Risk

Likelihood

Impact

Level of risk

 

 

Risk action plan

  

Risk

Priority

Proposed

Actions

Resource

Costs

Responsibilities

Schedule

 

description

controls

required

requirements

 

to

 

implement

 

controls

 

Risk:

 

Risk:

 

Risk:

 

Risk:

 

Risk:

Record-keeping procedures

  

Updates

Person responsible

Date

 

Risk register

 

Lessons learned register

Appendix 9 – Example scenario

DrySeed scenario

DrySeed Inc. is a large organisation that manufactures outdoor furniture. The company has been operating for 30 years and is based in Sydney. It now has 50 employees and is seen as a market leader because of its commitment to sustainability. DrySeed supplies to retail stores across Australia and to customers directly from its show room in one of its largest factories.

In 2001, DrySeed merged with a retail furniture company, hoping to expand its breadth of consumers as many of the stores were located in newly developed housing estates that attracted first-home buyers. Unfortunately, due to poor planning and communication, the merger was not successful. Thirty employees were impacted by the merger, either by a restructure and redesign of their jobs, or by a forced redundancy.

Operationally, DrySeed’s objectives include having all products meet their standard of excellence guidelines, including customer service, guarantee on workmanship and quality materials used in the manufacturing process. Management would also like to see 30 per cent of sales made online to reduce overheads.

DrySeed has recently come under new management. The management team that now reports to the board is significantly younger and more innovative than their predecessors. The new team believes the organisational objectives are strong, but that the processes and structures of the organisation need some work.

DrySeed’s key objectives are currently based around expansion. Management wants to expand sales to new customers by offering new product releases each year. They feel it is important to invest in research, and to follow trends in Europe and the US to ensure their products have the latest designs and are attractive to customers.

The majority of middle managers, such as supervisors and department managers, have been with the company for more than 20 years. They will have to implement changes with their teams. Some of them have already expressed they are hesitant to change due to having experienced the failed merger in 2001.

Appendix 10 – Sample continuous improvement policy

DrySeed continuous improvement policy

Scope

This policy describes our commitment to continuous improvement and the use of the define, measure, analyse, improve, control (DMAIC) quality system to perform process improvement activities or projects.

This policy applies to all employees of DrySeed – including casual, part-time, full-time, permanent and temporary employees. It is part of everyone’s role to continuously look for ways to improve processes and systems to ensure they remain effective and efficient.

Continuous improvement

Continuous improvement is an ongoing process of review and evaluation to find ways to improve processes and systems.

Continuous improvement forms part of DrySeed’s overall business philosophy. The

company is committed to the continuous improvement of policies and procedures. When performing improvement activities, you should:

· define an improvement project

· measure process performance

· analyse opportunities

· improve and control processes.

This process is referred to as the DMAIC quality system, which is outlined in the continuous improvement procedures.

Responsibilities

Management is responsible for ensuring continuous improvement procedures are applied. The manager of the section or department in which the continuous improvement project takes place is responsible for supporting the project and removing barriers to success.

All employees are responsible for:

· Applying continuous improvement procedures in their work areas, as outlined by management in the relevant plan for each improvement activity or project

· Identifying and reporting opportunities for improvement.

Appendix 11 – Sample continuous improvement policy

DrySeed continuous improvement procedures

Continuous improvement forms part of the DrySeed overall business philosophy. It is part of every employee’s role to continuously look for ways to improve processes and systems to ensure they are effective and efficient.

Process improvement activities or projects should be performed using the DMAIC quality system:

· Define

· Measure

· Analyse

· Improve

· Control

1. Define an improvement project

To define an improvement project, take the following steps:

· Identify the improvement opportunity.

· Develop the business processes.

· Define critical requirements.

· Prepare a project team.

Someone at managerial level supports the project and removes barriers to success. This is usually the manager of the section or department in which the project takes place. The plan also includes a statement of how progress should be reported and who to report it to.

Tools to assist with this step include:

· gap analysis

· customer feedback

· process mapping

· action plan.

2. Measure process performance

Steps to measure process performance:

· Identify measures to evaluate the success of project.

· Develop a data collection method to measure process performance.

· Establish baseline Six Sigma to show the standard deviation for a process

Tools to assist with this step include:

· charts

· graphs

· data analysis.

3. Analyse opportunities

Steps to take to analyse opportunities:

· Analyse the opportunity to identify a problem.

· Identify and validate the root causes. 

Tools to assist with this step includes

· process mapping

· hypothesis testing

· fishbone diagram

· root cause analysis

· Statistics.

4. Improve processes

To improve processes, take the following steps:

· Identify, evaluate and select the best solutions to improve processes.

· Develop a change management strategy to help the organisation to implement solutions and improvements.

Tools to assist with this step include:

· cost–benefit analysis

· project planning tools

· Change management tools.

5. Control processes

Steps to take to control the process:

· Understand the importance of planning and executing against the plan.

· Determine the strategy to ensure the targeted results are achieved.

· Understand how to disseminate lessons learnt.

· Identify opportunities for standardisation. Tools to assist with this step include:

· project planning tools

· Plan–do–check–act cycle.