SALLY MUTHONI KANIARU

BSB61015

Advanced Diploma of Leadership and Management

BSBINN601 Lead and manage organisational change

Activity

1A Why is it important to analyse the organisation’s objectives when change requirements or

opportunities?

To minimize employee resistance and cost to the organization while simultaneously maximizing the
effectiveness of the change effort or opportunity.

Give three examples of the types of strategic change that may be required as a result of an analysis of
organisational objectives.

Structural changes eg. Organizations hierarchy.

Strategic changes such as mission of organization.

People such as change of staff or more staff.

1B Why should existing policies and practices be reviewed against strategic objectives?

To make sure the changes made are better not to incur losses instead.
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?

Management or Supervisors support. Change in management affects employees, even if the change is
positive. The unknown is frightening to some and exhilarating to others.

communication on Reorganization

when change occurs, the previous management hierarchy may not serve the present business.
Supervisors may find that they are responsible for a department that has doubled the number of
employees. Managers may be responsible for functions they're not comfortable with. For example, a
marketing manager may now be responsible for the online presence of the company when they're not
familiar with social networking, bookmarking and search engine optimization.

Consult with staff

Involve staff in developing and implementing workplace policies to promote stronger awareness,
understanding and ownership of the outcome. Staff involvement also helps to determine how and when
the policies might apply, and can assist in identifying possible unintentional outcomes of the policy.

Put the new policies in writing and publicise them

To be effective, policies need to be publicised and provided to all existing and new employees. This
includes casual, part-time and full-time employees and those on maternity leave or career breaks.

1C Give six examples of the types of external trends or events that may impact on achievement of
the organisation’s objectives.

Using the PESTLE analysis tool, identify three current factors in each category which affect (or may
potentially affect) your industry sector.

Current factors

Political

tax and trade policies, Fiscal policy, trade tariffs

Economic

rate of inflation, business growth, the level of employment and unemployment

Sociological

population growth, health, lifestyle trends

Technological

business products and services, creativity and global reach

Legal

consumer rights and product safety, legal rights and limitations

Environmental

consumer health, availability of electricity, geographical location

1D Give three examples of each of the following factors which may result in change in an
organisation:

factor answers may include:

performance gaps performance planning

day-to-day coaching
performance evaluation

business opportunities developmental change

transitional change

transformational change

business threats economical threat

competitors

political factors

management decisions

change of leaders

change of employees

change of resources

Imagine that a graphic design company has found that they are only delivering 70% of customer projects
on time; that customer satisfaction is low and that a competitor has started trading on the same
business park, targeting the same customer base. What changes might arise from this set of
circumstances?

could help organizations generate more innovative ideas

This market saturation also affects how designers are hired and fired—and of course salary negotiations.
The best designers are picked.
The increase in overall selection and more focused completion will make it more difficult for businesses
of all sizes to retain customers who can change their suppliers with the click of a mouse. It's a battle of
perception, focus, and marketing. Business owners who master these elements and provide a great
customer experience will win the sale.

Due competition, it may lead to uncertainty, companies tend to shy away from long-term planning in
favor of shorter-term goals.

1E Why is it important to review and prioritize change requirements or opportunities with relevant
managers and specialists?

Prioritizing change requirements helps in:

Allowing you identify the most important tasks at any moment and give those tasks more of your
attention, time and energy.

Helps everyone to plan.

It is a good way to ensure that deadlines are met and stress is reduced

Communicator: Employees want to hear change messages about how their work and their team
will be affected by a change from the person they report to.

Advocate for the change. Employees look to their supervisors not only for direct communication
messages about a change, but also to evaluate their level of support for the change effort.

Coach: The role of coach involves supporting employees through the process of change they
experience when projects and initiatives impact their day-to-day work

Liaison: Engage with and provide support to the project team

Resistance manager: Identify and manage resistance. No one is closer to a resistant employee
than his or her supervisor. In terms of managing resistance, managers and supervisors are in the best
place to identify what resistance looks like, where it is coming from and the source of that resistance.
They are also the best suited (when provided with the training and tools to do so) to actively manage
that resistance when it occurs.

Imagine that you are consulting with a group of managers about proposed new changes in
manufacturing processes to improve productivity and reduce waste. Draw up an agenda for a meeting
with this group at which you wish to consult them about the proposed changes and their priorities.
 ALLIAZE COMPANY LIMITED.

PRODUCTIVITY MEETING AGENDA

DATE: 10-09-2018

TIME: 1030 HRS- 1320 HRS

LOCATION: BLUE SPRINGS HOTEL

MEETING CHAIR: NELSON OMONDI omond5@gmail.com 0415698356

MEETING SCRIBE: KANINI ANNE anneyun@gmail.com 0456738256

ATTENDEES PRESENT.

1. Constance Wambui

2. Emmanuel Oron

3. Teressa Williams

4. Alex Jones

5. Rajoelina Samson

6. Terrence Wanyoike

OBJECTIVES.

1.Reviewing proposed changes in the manufacturing process

2.Discussing how these will improve productivity in the company and reduce waste.

3.Discussing their priorities.

SCHEDULE

TIME (hrs) DESCRIPTION.

1100 attendance, call to order

1115 checking general updates -constance

1130 script review, new changes- Alex

1145 discussing the objectives- Nelson

1300 announcements- constance

1315 closing remarks- Anne

Imagine that you are briefing a contractor to support you to identify opportunities for a major change in
your organisation. What key points would you wish to include in this conversation?

its importance

the challenges,

the plan to identify opportunities

communication strategy.

the outcome

2A Why is it important to undertake a cost-benefit analysis for high priority change requirements
and opportunities?

Cost benefit analysis can point out the risks and rewards of decisions or actions. It avoids the risk of
taking on unprofitable tasks and wasting valuable time and money. Guessing at the benefits or going by
instinct can be a recipe for business failure.

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?

Budget Management is a tangible benefit for budgetary savings. Project managers control budgets and
make decisions about how best to allocate resources in the process of working toward a project's
objectives.

Managing Risk

Project managers can anticipate risk and guide a project to best avoid it. While there are some financial
metrics for placing a tangible value on risk, project management also has the intangible benefit of taking
on risks only when they are necessary or worthwhile in the first place.

Meeting Deadlines

Project management's impact on meeting deadline is a tangible benefit when the costs of late
completion are known and also avoids extra costs.

Teamwork

Another intangible benefit of project management is its effect on teamwork within an organization. One
of the key areas project management deals with is the allocation of human resources. Successful project
management gets the most out of each worker and fosters an environment of cooperation and mutual
responsibility that can remain long after the project is completed. The intangible benefit of a productive,
collaborative workforce is a fundamental part of a successful business's organizational culture despite
the impossibility of assigning a dollar value.

2B What is the purpose of a risk analysis when developing a change management strategy?

This is to ensure that the least number of surprises occur while your new project is underway. Also to
compare uncertainties from previous project and minimize the occurrence or impact of these
uncertainties. This improves the chance of successful project completion and reduces the consequences
of those risks.

Imagine that the graphic design company is introducing new technology and working practices. What
barriers might be encountered?

• Lack of leadership/support for innovation

• Comfort level – effect of disruption

• Time to make changes and adjust

• Understanding of and ability to implement

• Social implications – changes in collaboration communication styles

• Current processes or procedures

• Budgetary priorities

• Difficulty/availability/time for training

• Resistance to learning new technology

• Work stress/overload

• Cost

• Proof of value

• Reliability – will it continue to provide value

• User acceptance

• Performance

What mitigation strategies could be implemented to avoid the barriers identified in the previous
question?

Be as transparent as possible when it comes to researching new technologies. Hiding the possible
implementation will only serve to frustrate users further.

Get your own tech endorsers. Have people at each level of implementation there to talk positively about
the new tech.

Host quality training sessions. If everyone is well versed in how to use the technology there will likely be
less push back against the implementation.

Be patient. This includes patience with the tech, as well as with the people involved in the project.
Nothing, including innovation, happens overnight.

2C Why is it important to develop a change management project plan?

Change management is a way of standardizing the way we operate to efficiently manage all the changes
coming our way with minimal impact on the product, processes and organization. In the current age, we
have lot many tools and technologies which will help in the smooth transition while adopting the
change.

What key information should be included in the change management project plan?

➢ Formal strategy on how to approach change.

➢ A good project plan which anticipates changes

➢ Good communication plan

➢ Tools which enable change management

➢ Better tracking mechanism

➢ Impact Analysis

➢ Most important documenting the change

2D Why is it important to gain approval from relevant authorities for change management
processes?

1. This approval is important because you need stakeholder commitment to make the project a
success

2. Authority: legitimate power is given to a person in an organization to use resources to reach an

objective and to exercise discipline.

3. Accountability: Being answerable to one's superior in an organization for the exercise of one's
authority and the performance of one's duties.This directs the project in the right way.

Imagine that you are applying for access to a funding partner’s grant for businesses such as yours. You
are seeking their approval for a change programme in which you are requesting a $5,000 investment in
developing new procedures and staff
- After getting a plan for the project, company needs to get approval from the stakeholders to proceed
with performing the project work.

A face-to-face sign off meeting is more effective.Schedule a meeting specifically for obtaining approval.
The agenda for the meeting is straightforward. First, present the project plan to make sure the
stakeholders agree with it. If any issues arise, deal with them right then and there or if the issues are big
enough, you might have to reschedule the sign off so you can rework the plan.

Once everyone agrees, ask them all to sign a signature page to indicate their approval. If you can't get
everyone in the same room, a video conference or conference call works too. Ask people in other
locations to transmit their signatures to you by fax, e-mail, or snail mail if necessary.

2E What resources might you allocate to a project?

people, equipment, facilities, funding

Identify a current, small scale work (or non-work-related) project that is taking place in your
organisation. Identify the resources that would be required to successfully implement this project.

Team building project for staff members by doing some outdoor activities on every last weekend of the
month.

Resources required:

Transport

Driver

Fuel

Money

3A Why is it important to develop a communication plan as part of implementing the change

strategy?
Communication plays an integral role in keeping a project on task. The project manager is charged with
guiding all aspects of the project, including the communication plan. Understanding the purpose of the
project communication plan helps a manager realize the plan's goals, hence effective outcomes.

Think of a recent change that took place in your organisation. What were the benefits of this change?

1. communication improved as employees were able to share their fears through meetings.

2.Alignment of Existing Resources. With an effective change, the organization will be better prepared to
align existing resources with the new tools and strategies being implemented.

3 The change allowed the organization to address concerns and keep the lines of communication open
with all the individuals and teams involved in the transition.

4.Boost in Morale.When employees see that the leaders in their organization have taken the time to
develop a change management plan that considers their wants and needs, they are bound to perform
better and get more involved in the transition.

5. Opportunities to Develop More. Organizational change enables businesses to develop more during the
transition.

6.more skills were acquired by employees through training.

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 was this taken into account in the communication process?

some of the staff had to shift offices to different departments due to change.This was dealt with well via
constant training for the new requirements.

few staff lost their jobs as their skills were no longer required. but were compensated for.

3B 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 the move is about.

who will be affected.

how it will affect the staff and the organization in general.

what is expected for everyone.

the outcomes expected.

What practical arrangements do you need to consider when arranging and managing
communication/training activities?

● the type of work being carried out;

● the nature of the risks associated with the work;

● what control measures are in place at the workplace;

● the qualifications and experience of the worker;

● the work environment, e.g. what other hazards exist in the workplace;

● the equipment and materials necessary to undertake the training; and

● the period of time before a refresher course will be needed.

3C 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

First establish a committee of two to three people to help with the selection process

Define the roles to be played by each member to be selected first

Allocate responsibilities

Then finally identify several stakeholders of the Organisation to be part of the consultation group

when, where and how will the consultation/s take place?

Do Your Research – If the event is at a venue you aren’t familiar with, read through the venue website
and online reviews before the consultation. Search through Google images for photos from events at
that location. You may even want to go see the venue in person before hand. To make sure the venue is
suitable.

What key questions will be asked as part of the consultation process?

what the budget is like.

what are the challenges of the new introduction.

how this will affect the company internally and externally

will this affect the previous products

how to market the equipments

how to retain former customers or introduce the equipments to them.

What will happen to the results/output from the consultation process?

this will be documented and thoroughly gone through. a meeting will be held and if the benefits
outweigh the challenges, further training will be done and it can be introduced to the company.
3D 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?

Expanding the market for these products. This can be solved by advertisements.

The staff might find pressure or confusion in this new introduction. This can be solved by good
communication and training.

Companies have to deal with new products and new patterns of solution design. This can be solved by
several training programmes.

New requirements towards the maintenance and operation of business solutions. This can be solved by
constant reminders and also training.

3E 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

Restructuring the elements including tasks, duties and responsibilities of a specific job in order to make it
more encouraging and inspiring for the employees or workers is known as job redesigning. The process
includes revising, analyzing, altering, reforming and reshuffling the job-related content and dimensions
to increase the variety of assignments and functions to motivate employees and make them feel as an
important asset of the organization. The main objective of conducting job redesigning is to place the
right person at the right job and get the maximum output while increasing their level of satisfaction.

➢ Sensitivity training

➢ Succession planning

➢ Surveys (with feedback)

➢ Team building
1. Consider each employee's ideas as valuable. Be aware of employees' unspoken feelings. Set an
example to team members by being open with employees and sensitive to their moods and feelings

2. Act as a harmonizing influence. Look for chances to mediate and resolve minor disputes; point
continually toward the team's higher goals.

3. Be clear when communicating. Be careful to clarify directives.

4. Encourage trust and cooperation among employees on your team. As the team begins to take
shape, pay close attention to the ways in which team members work together and take steps to improve
communication, cooperation, trust, and respect in those relationships.

5. Encourage team members to share information. Emphasize the importance of each team
member's contribution and demonstrate how all of their jobs operate together to move the entire team
closer to its goal.

6. Delegate problem-solving tasks to the team. Let the team work on creative solutions together.

7. Facilitate communication. it means setting an example by remaining open to suggestions and

concerns, by asking questions and offering help, and by doing everything you can to avoid confusion in
your own communication.

8. Establish team values and goals; evaluate team performance. Be sure to talk with members
about the progress they are making toward established goals so that employees get a sense both of their
success and of the challenges that lie ahead. Address teamwork in performance standards. Discuss with
your team:

a. What do we really care about in performing our job?

b. What does the word success mean to this team?

c. What actions can we take to live up to our stated values?

9. Make sure that you have a clear idea of what you need to accomplish; that you know what your
standards for success are going to be; that you have established clear time frames; and that team
members understand their responsibilities.

10. Use consensus. Set objectives, solve problems, and plan for action. this method ultimately
provides better decisions and greater productivity because it secures every employee's commitment to
all phases of the work.

11. Set ground rules for the team. These are the norms that you and the team establish to ensure
efficiency and success.

12. Establish a method for arriving at a consensus. You may want to conduct open debate about the
pros and cons of proposals, or establish research committees to investigate issues and deliver reports.

13. Encourage listening and brainstorming. As supervisor, your first priority in creating consensus is
to stimulate debate. Remember that employees are often afraid to disagree with one another and that
this fear can lead your team to make mediocre decisions. When you encourage debate you inspire
creativity and that's how you'll spur your team on to better results.

➢ Termination or redeployment

➢ Training

Make sure the design of training matches the needs that you and your organisation have identified. In
this way you should be able to ensure that there will be opportunities for participants to use the
knowledge and skills acquired on the training event, even though these might be some time in the future

Make sure that anyone from your organisation who will be working with your panel members also knows
what the training has included, and is prepared to coach panel members when they carry out panel work
to help them to put skills and knowledge into practice.

Make sure that the training includes practical examples which reflect the actual work of the panel
member. These can be descriptions of the work, case studies, or practice activities such as mock
meetings.

➢ Transition analysis.

3F Why is it important to activate strategies for embedding the change?

Once an organisation has taken the decision to use a problem-solving approach to bring about change in
their business, and has trialled and accepted new working practices, the next step is to fully implement
these changes so activities do not revert to ‘old ways’ of working. Embedding the changes you have
made into your operating practises will help you to realise further benefits; importantly, it will ensure
that the efforts you put into positive changes are maintained in the long term.

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?

1. It starts from the top with strong and effective sponsorship from senior leaders.
2. Get the right people in the right places to ensure appropriate and fit-for-purpose resourcing.

3. Engage the business with “what’s in it for me” through clear articulation and communication on
the benefits for individuals, teams and the organisation.

4. Get engagement/buy-in from individuals, teams and the organisation by listening to and
supporting the business concerns from all stakeholders across the business.

5. “Show, don’t just tell’ – Excellent communication in all its forms (actions, behaviour, spoken,
written, group and individual) need to demonstrate how change will benefit the business.

6. Be aligned – strong alignment between project managers and change managers is essential to
ensure they are rowing the same boat.

7. Facilitate action and feedback by hearing concerns, taking action and soliciting continual
feedback.

3G Why is it important to evaluate and review progress during a change management programme?

Evaluation tells you if you are on the path to success and when you’ve arrived.

Effective monitoring, review and evaluation provide information on emerging issues, improve
performance and ensure accountability.

What methods can be used to evaluate and review progress of a change programme?

clarify the Expectations-To effectively monitor progress, you need to know your goals. That all starts with
a solid plan that defines the scope of the project along with tasks needed to achieve the end result, and
a timeline for everything.

Set Regular Monitoring Intervals. Finding a good balance between monitoring too much or too little is
often a challenge. Scheduled weekly monitoring works well for many projects. Some projects may work
best with bi-weekly or monthly check-ins.

Choose a Way to Collect Data. The first aspect of collecting data is knowing how you're going to get that
information from your team.. An easy way to help everyone remember and ensure you get the info you
need is to have a standing meeting at the chosen interval. That might mean you have a quick weekly
meeting where everyone reports progress. These meetings also give you a chance to address problems
that arise. Keep the meetings short and to the point to make them as efficient as possible.

The other part of collecting data is deciding how you're going to track it. Spreadsheets offer versatile
functions to keep track of tasks, prioritize responsibilities, assign duties and handle other monitoring
tasks.

Adjust Expectations

Monitoring a project's progress also involves adjusting the expectations as needed, based on the
information you gather.If the actual progress doesn't align with the expected progress, it's time to
evaluate the situation and see what needs to change. You may be able to catch up and stay on track with
little effort. However, you may also need to push out the delivery date or make other changes to the
project expectations to account for the discrepancy.

Following on from Activity 3F, 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 methods would you use to evaluate and review progress towards achieving your
objectives?

Report to others: There needs to be a clear purpose and demand for undertaking monitoring, review and
evaluation activities. Information produced from this process must be targeted for specific audiences and
be incorporated into the governance arrangements in order to enhance transparency and
accountability..

• Involve stakeholders: All relevant stakeholders need to be engaged for monitoring, review and
evaluation activities to be successful. Clearly communicating the benefits of activities and providing the
necessary support creates opportunity for willing participation and ownership. An open process that
allows stakeholders access to information increases credibility.

• Monitor progress: Successful monitoring delivers timely and relevant information that allows you to
track progress towards outcomes and make adjustments to implementation arrangements as necessary.
Track progress in a deliberate and systematic manner at regular intervals during implementation.
Implementation planning must define the data to be collected and the method used for monitoring.
• Review regularly: Factor in reviews as part of your planning process to assess progress of
implementation at critical milestones or in response to specific issues. Reviews are a ‘snapshot’ in the life
of an initiative and tend to focus on operational issues, effectiveness of governance and project
management structures, and may also include policy outcomes. Findings and recommendations from
reviews should be used to improve implementation.

• Evaluate the outcomes: The success of an initiative is determined by the extent to which intended and
unintended policy outcomes are achieved and how they have affected stakeholders. Planning for
evaluation should identify and map baseline information as well as ensure that ongoing access to
consistent data sources will be available through monitoring over the life of the initiative.