ASSESSMENT TASK 1: KNOWLEDGE QUESTIONS
\nAssessment task instructions:
\n\u2022This is the first (1) unit of assessment task student has to successfully complete to be deemed competent in this unit of competency.
\n\u2022The task is comprised of seven (7) written questions. Student must respond to all questions and submit them to the Trainer\/Assessor.
\n\u2022Student must answer all questions to the required level, e.g. provide the number of points, to be deemed satisfactory in this task. Refer to the answer guide.
\nPurpose of the assessment task:
\nThis assessment task is designed to evaluate your knowledge for the following:
\nexplain the change management process or cycle and strategies for communicating and embedding change
\nexplain how organisational behaviour and the external environment can impact on change strategies
\ndescribe the components of a change management project plan
\nlist potential barriers to change and explain possible strategies to address barriers
\nAssessment conditions and resources:
\nAssessment 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:
\n\uf0a7workplace documentation and resources
\n\uf0a7office equipment, materials and software packages
\n\uf0a7case studies or, where available, real situations
\nAssessment Task 1: Review Questions<\/p>\n
1.1\tRefer to a company of that you are aware and explain the change management cycle this company has gone through. You must name the company and a thorough investigation of the change management process of this company. (Guide: 250-300 words)<\/p>\n
Research a company that you know or through Google.<\/p>\n
Apple-from desk top computers to radical changes in smart phones, laptops, iPad, and accessories.<\/p>\n
Apps-the way they have changed our way of communication and we can use our smart phone to pay for goods and services. (Refer to banks below). Samsung can be used as well.<\/p>\n
Nokia-went from a cellular phone to being purchased by Microsoft.<\/p>\n
Dyson Vacuum cleaners-revolutionary in so far as mobility. Battery operated disconnected to power points and relatively lite compared to traditional Vacuum cleaners.<\/p>\n
Banks where salaries and wags are extremely high, and the recruitment of staff is based on volume the introduction of ATM\u2019s was an incredible and profitable change to salaries and wages costs. ATMs are becoming redundant as people use their smart phones to access funds and many activities used with ATM\u2019s.<\/p>\n
Changes to the car industry globally.<\/p>\n
1.2\tExplain how this company communicated the change to all the stakeholders and was this method effective? Explain why you think so. (Guide: 150-170 words)
\nLearners Guide-P61 and P77<\/p>\n
Was the communication successful in reducing barriers to change?<\/p>\n
Apple product development included very confidential communication internally and then in 2007 when the iPhone was introduced an extremely well planned and delivered global communication of this unique product.<\/p>\n
1.3\tExplain how organisational behaviour can impact change strategies. (Guide: 250-300 words)
\nOrganisational behaviour\tNegative change-Employees are resistant to change. It is human nature to be wary of change. They become barriers to change. In many cases employees are happy with the way they perform their duties and feel it unnecessary to change.<\/p>\n
Positive change-Where employees are subjected to a new product or service that provides revenue and profitable improvement. There are no barriers, employees are happy in their jobs.<\/p>\n
External environmental forces\tPower Point-PEST Analysis
\nPolitical-Government legislation
\nEconomic-Supply chain that have cause companies to reduce staff.
\nSocial-Positive impact for the development of new products.
\nTechnological-Assembly line production has been a major innovation in manufacturing. IT improvement has been quite incredible.<\/p>\n
1.4\tRefer to the following external environmental forces which can impact change strategies. Explain how these forces can have an impact on change strategies (Guide: 250-300 words)-Refer to the PPT
\nThe political and legal forces\tLegislation such as:
\n\u2022\tGovernment relations.
\n\u2022\tThe Privacy Act.
\n\u2022\tEEO Act
\n\u2022\tFair Work Act
\n\u2022\tLicensing for copyright and trademarks.
\n\u2022\tOther legislations that require consideration.
\nLegal issues:
\n\u2022\tHiring and firing of employees during organisational change.
\n\u2022\tConsumer responsibilities.
\n\u2022\tFraud and misappropriation of funds (Risk Management issue).
\n\u2022\tCompetitive nature of changes to products and services such as price gouging, plagiarism, anti-competitive behaviour and collusion.
\nThe Economic forces\tGlobal or domestic issues that impact on the change.
\nThe demographic Forces\tDemographics a statistical term used to define consumer markets or groups. Such as over 60 years old, male, or female etc.<\/p>\n
New products introduced to provide a healthy alternative such as diet companies, no sugar beverages, healthy food promotion, and medical check-ups.<\/p>\n
Global forces\tSupply chain problems.
\nUkrainian war.
\nPolitical upheaval.
\nFamine and floods impacting global food markets.<\/p>\n
The Technological forces\tTechnology risk such as Cyber terrorism.
\nAdvanced technical improvement.
\nProduct value and life cycle.<\/p>\n
The Social and Cultural forces\tWoke society which affects many people who feel traditional value and responsibilities are being eroded.
\nCultural diversity where immigration has had a significant improvement on the economy.
\nSocial services such as Medicare and Work, Health and Safety in the workplace have improved.<\/p>\n
1.5\tRefer to a change management project plan and list the components and explain each of the components of the change management project plan. (Guide: 250-300 words)
\nLearners Guide P51
\nIntroduction:
\nSponsor: Person implementing the change.
\nObjectives: What will the change achieve-outcome
\nPrincipals: ethical issues of the change.
\nElements of the change plan:
\nRationale of the change:
\nStakeholder analysis:
\nOrganisations Readiness to change:
\nCommunication Message to be delivered:
\nEvaluation or outcome of change:
\nMonitoring the change impact:<\/p>\n
1.6\tExplain what the potential barriers would be to change. (Guide: 50-70 words)
\nLearners Guide P45
\n1.\tPoor communication to those involved in the change.
\n2.\tPoor planning.
\n3.\tLack of stakeholder involvement- \u201cBuy In\u201d.
\n4.\tFinancial issues.
\n5.\tPoor Product development and senior management support.
\n6.\tComplexity-complex change is difficult to understand.
\n1.7\tExplain in detail how managers facing resistance to change overcome these barriers? (Guide: 250-300 words)-Learners Guide P68
\n\u2022\tImprove communication and involve all stakeholders in the change management process.
\n\u2022\tEnsure the change management plan is consistent with implementation of success.<\/p>\n
ASSESSMENT TASK 2: IDENTIFY CHANGE REQUIREMENTS AND OPPORTUNITIES
\nAssessment task instructions:
\n\u2022This is the second (2nd) unit of assessment task student has to successfully complete to be deemed competent in this unit of competency.
\n\u2022The task is comprised of a case study and activities relating to the case study. Student must respond to all activities and submit them to the Trainer\/Assessor.
\n\u2022Student must answer all questions to the required level, e.g. provide the number of points, to be deemed satisfactory in this task. Refer to the answer guide.
\nPurpose of the assessment task:
\nThis assessment task is designed to evaluate your knowledge for the following:
\n\u2022Identify strategic change needs through an analysis of organisational objectives
\n\u2022Review existing policies and practices against strategic objectives to identify where changes are required
\n\u2022Monitor the external environment to identify events or trends that impact on the achievement of organisational objectives
\n\u2022Identify major operational change requirements due to performance gaps, business opportunities or threats, or management decisions
\n\u2022Review and prioritise change requirements or opportunities with relevant managers
\n\u2022Consult stakeholders, specialists and experts to assist in the identification of major change requirements and opportunities
\nAssessment conditions and resources:
\nAssessment 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:
\n\uf0a7workplace documentation and resources
\n\uf0a7office equipment, materials and software packages
\n\uf0a7case studies or, where available, real situations
\nRead the case study below and complete the following activities.
\nAustralian Hardware – http:\/\/australianhardware.simulations.australiantrainingproducts.com.au\/
\nWhat is now known as Australian Hardware opened its first store under the name of Percy’s Home Goods in George St Sydney in 1921. Percy’s Home Goods initially specialised in the manufacturing and sale of small household furniture. The company founder, Percy Greenwright, ran the store as a family business. The business quickly expanded from one to four stores across Sydney’s northern and western suburbs. The stores employed the equivalent of 60 full-time staff by the beginning of 1928. All of which were either family members or friends.<\/p>\n
In 1930, the midst of the Great Depression, the demand for Percy’s Home Goods began to decline. Over the next three years, Mr. Greenwright was forced to close three of the stores but he refused to lay-off staff as they were his friends and family and he knew the chances of them finding other work was near to impossible. Mr. Greenwright managed to sustain the business and all of its employees, even expanding back to two stores in 1937.<\/p>\n
In 1941, declining consumer demand in conjunction with the onset of World War II again brought Percy’s Home Goods to the brink of closure. This time it was Mr. Greenwright’s youngest child and only son Eric, who had only been working in the business for four years, who provided the catalyst for survival. Eric, without the knowledge of his father, negotiated a contract with the Australian Armed Forces to provide a range of outdoor and camping equipment for the war effort including tents, ground covers, lightweight furniture, and cooking utensils. The contract would require significant change to existing business practices if it was to be fulfilled. When Mr. Greenwright was told of the contract by his son Eric, he immediately handed over the running of the business to his son. Eric Greenwright immediately initiated a change process that included re-training the existing manufacturing and sales staff and modifying the company’s supplier relationships and equipment to cater to the contract. This sustained the business through the war years.<\/p>\n
In the early 1950s, Eric Greenwright repositioned the business again; this time to benefit from the housing boom by supplying wood and other hardware items. The business was re-named Australian Hardware and an expansion program commenced that took the business into all states over the next 10 years.<\/p>\n
In 1982 Australian Hardware was listed on the Australian Stock Exchange and was offered to the public in a share float.<\/p>\n
The business has continued to expand to now have 138 stores and approximately 10,000 staff across the country.<\/p>\n
OBJECTIVES
\nTo remain competitive, the Board has decided to implement a new Point of Sales System (POS) which would be a self-checkout system in all the departments which includes garden, paint, tools, homewares, outdoor, and hardware. The Board has decided to implement it in one of the stores then roll it out to the other stores. This will be a major change for the company with the new system. However, this will mean that the company remains profitable and also competitive with other providers.<\/p>\n
2.1.\tYou are the project manager responsible for implementing the new POS system. Read all the company documents available from the following website http:\/\/australianhardware.simulations.australiantrainingproducts.com.au\/ . Once you have reviewed all the documents such as business and marketing plan and financial statements, you are required to undertake the following activities:
\na.\tanalyse Australian Hardware\u2019s objectives and identify the strategic change.
\nb.\tReview existing policies and practices against strategic objectives to identify where changes are required. (Guide: 150-170 words)<\/p>\n
***Read through the Australian Hardware documents and fully understand the information available.<\/p>\n
a)\tAustralian Hardware\u2019s strategic objective\tIdentify the change
\n\u2022\tIntroduce a new Point of Sale Product.
\n\u2022\tIn conjunction with a Self-Checkout service.
\n\u2022\tIncrease Profitability.<\/p>\n
Implementation of the new product in one Australian Hardware store and then a roll out to all others once successful.
\nb)\tReview existing policies and procedures\tIdentify where changes are required
\nFinancial management
\nRisk management and theft
\nAsset management
\nProject Management
\nPrivacy Policy<\/p>\n
2.2.\tYou are now required to review the company\u2019s macro external environment and identify events or trends that impact the achievement of organisational objectives. (Guide: 250-300 words)
\nPEST Analysis<\/p>\n
Political environment\tChange of government
\nNational Budget restrictions that impact on business.
\nEconomic environment\tImports are impacted by global supply chain problems.
\nThe war in Ukraine.
\nInflation at 7%
\nSocial environment\tReduction in disposable income from Inflationary pressures.
\nInflation and interest rate rises impacts on community wellbeing.
\nTechnological environment \tThe successful selection and introduction of the POS Software and Hardware.<\/p>\n
2.3.\tConsult stakeholders, specialists, and experts to assist you in the identification of the change requirements and opportunities. List all the parties you consulted with and document major operational change requirements due to performance gaps, business opportunities or threats or management decisions. (Guide: 150-170 words)
\nList of consultants and experts regarding the implementation of the POS, self-check-out and improved profit.
\nDocument operational change requirements-Identify Performance gaps, Training, Coaching and Consumer promotion.
\nIntroduce Policies and Procedures.
\nIdentify Business opportunities and external threats.
\nManagement Decisions-These include decisions on project completion, KPI\u2019s, Quality control and implementation.<\/p>\n
ROLE PLAY<\/p>\n
2.4.\tMeeting<\/p>\n
Issues discussed with the Assessor:
\n\u2022\tTraining, Coaching and Assessing each person\u2019s ability to use the new POS successfully and accurately.
\n\u2022\tIdentify performance gaps as a result of training through observation and knowledge testing.
\n\u2022\tAllocation of Key Performance Indicators and Quality Control Monitoring.
\n\u2022\tOpportunities-Fast transaction process, Ability to record sales and inventory, link to internal accounting software.
\n\u2022\tThreats-Competitor behaviour and Consumer acceptance.
\n\u2022\tRisk Management Identification-Theft, Consumer non-acceptance, Software failure, Poor Training and finally lack of Quality Control\/Monitoring.<\/p>\n
You are now required to review and prioritise change requirements or opportunities and discuss these with your assessor and obtain feedback from your assessor. Once you have met with your assessor, you are required to meet with the managers from each of the different departments (Garden, Paint, Tools, Homewares, Outdoor, and Hardware). Your assessor will allocate your colleagues to act as the departmental managers. Document minutes of the meeting using the meeting template below. (Guide: 150-170 words)<\/p>\n
MINUTES OF MEETING
\nChair:
\nPresent:
\nDate of meeting:
\nPriority No.\tChange management requirements and opportunities\tResponsibility
\nTraining\/Coaching
\nPerformance Gaps\tAssessing the success of the training and coaching
\nKPI\u2019s
\nQuality control\/Monitor
\nOpportunities\/threats
\nRisk management<\/p>\n
ASSESSMENT TASK 3: DEVELOP CHANGE MANAGEMENT STRATEGY
\nAssessment task instructions:
\n\u2022This is the third (3rd) unit of assessment task student has to successfully complete to be deemed competent in this unit of competency.
\n\u2022The task is comprising of practical activities based on the Australian Hardware case study. Student must respond to all activities and submit them to the Trainer\/Assessor.
\n\u2022Student must answer all questions to the required level, e.g. provide the number of points, to be deemed satisfactory in this task. Refer to the answer guide.
\n\u2022Trainer\/Assessor is required to provide the feedback within two weeks and notify students when results are available.
\nPurpose of the assessment task:
\nThis assessment task is designed to evaluate your knowledge for the following:
\n\u2022Undertake cost-benefit analysis for high priority change requirements and opportunities
\n\u2022Undertake risk analysis and apply problem solving and innovation skills to identify barriers to change and agree and record mitigation strategies
\n\u2022Develop change management project plan
\n\u2022Obtain approvals from relevant authorities to confirm the change management process
\n\u2022Assign resources to the project and agree reporting protocols with relevant managers
\nAssessment conditions and resources:
\nAssessment 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:
\n\uf0a7workplace documentation and resources
\n\uf0a7office equipment, materials and software packages
\n\uf0a7case studies or, where available, real situations<\/p>\n
3.1\tAs the Project Manager, you are now required to undertake the following activities:
\na.\tUndertake cost-benefit analysis for high priority change requirements and opportunities<\/p>\n
b.\tUndertake risk analysis and apply problem solving and innovation skills to identify barriers to change and agree and record mitigation strategies. You can use graphs, charts, and figures to demonstrate cost benefit analysis.<\/p>\n
Cost benefit analysis
\nCosts of the POS Introduction
\n\u2022\tProduct purchase-$$$$$$$$$.
\n\u2022\tInstallation. (Should be included in Purchase cost)-$$$$$$$$$$$$.
\n\u2022\tTraining\/Coaching$$$$$$$$.
\n\u2022\tObserve and Monitor.
\n\u2022\tOngoing Maintenance-Warranty Requirements. (Should be included in purchasing price)<\/p>\n
Benefits
\n\u2022\tReduce number of Cashiers-Saving $$$$$.
\n\u2022\tReduction in cashier salaries and wages as an operational cost saving $$$$$.
\n\u2022\tEfficiency of customer transaction using self-checkout.
\n\u2022\tImproved customer service and satisfaction.
\n\u2022\tIncreased revenue due to the high standard service and return business.<\/p>\n
b.\tRisk analysis
\nRisk Matrix
\nRating key is as follows:
\n\u2022\tRating of Likelihood \u2013 1 = least likely and 5 = most likely
\n\u2022\tRating of Consequences \u2013 1 = minimal and 5 = severe
\n\u2022\tRisk Level Rating of Risk level \u2013 L = Low, M = Medium and H = High
\nRisks
\nDescribe risk\tInherent risk\tRisk treatment
\nLikelihood\tConsequence\tRisk Level\tMitigation
\nSelf-Check-out Theft\tAH has a problem where self-checkout may be abused with customers not paying for all products to be processed.\t5\t5\tH\tAH has decided to place cameras above the self-checkout register to view the transactions and identify theft. Bags can also be checked.<\/p>\n
Risk Matrix \u2013 Using the matrix calculate the level of risk by finding the intersection between the likelihood and the consequences
\nLikelihood\tConsequence
\nInsignificant\tMinor\tModerate\tMajor\tSevere
\nAlmost Certain\t150-170 words\tHigh\tExtreme\tExtreme\tExtreme
\nLikely\t150-170 words\t150-170 words\tHigh\tExtreme\tExtreme
\nPossible\tLow\t150-170 words\t150-170 words\tHigh\tExtreme
\nUnlikely\tLow\tLow\t150-170 words\t150-170 words\tHigh
\nRare\tLow\tLow\tLow\t150-170 words\t150-170 words<\/p>\n
3.2\tOnce you have undertaken the cost-benefit analysis and risk analysis, you are required to:
\na.\tdevelop a change management project plan using the template below.<\/p>\n
Change Management Project Plan<\/p>\n
Executive Summary
\nThe executive summary lists the history of the change that is to be implemented in your project. By taking the time to ensure that you describe the history of the project and the change plan to be implemented, you can catch people upon the reason for the change. In this section, you will also describe the purpose of the change. Ensure that you include a scope statement that describes the constraints and direction of the change to take place.<\/p>\n
The project of implementing the POS software and hardware plus the added benefit of enabling customers a self-checkout service will provide significant cost saving to AH and improve customer service and satisfaction\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026<\/p>\n
Roles and Responsibilities
\nIn the roles and responsibilities section of your change management project plan, you will want to list the different people and their work allocations for affecting the change. By making sure that every aspect of the change is covered by an individual, and all team members and stakeholders understand what is expected, what will be done, and by whom it will be done, you can ensure that your change management project will be effective.<\/p>\n
\u2022\tIT and Management-would make-up the key stakeholders in the POS selection decision, the implementation of the technology and the ongoing monitoring and quality control\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026.
\n\u2022\tFinance Manager-Budget\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026.
\n\u2022\tIndividual self-checkout assistants\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026.
\n\u2022\tCEO & Board of Directors-monitor success (ROI)\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026.
\n\u2022\tSecurity to manage self-check-out risk\u2026\u2026.
\n\u2022\tHR manages barriers to change of all team members\u2026\u2026<\/p>\n
Change Management Project Procedures
\nNext, you will list the procedures for executing the change. You may find it useful to list the different elements of the process for executing the change in this section. If necessary, include a work breakdown structure in your plan. By ensuring that you cover these aspects, you can help avert any ambiguity that might otherwise occur.
\nAdditionally, you will want to list any tools necessary for implementing the change. If your company will need new software, list that here as well as the specifications.
\nAnything required for ensuring that the process of change occurs will go in this section.<\/p>\n
Work Breakdown Structure:
\n1.\tResearch-Design, Licenses, and legislation.
\n2.\tSelection POS product-based on the best available product for AH.
\n3.\tCost\/Benefit Analysis.
\n4.\tFinancial issues-such as cost to budget and cost to implement approval.
\n5.\tTrain staff to use product.
\n6.\tImplement the POS into AH.
\n7.\tCoach during real time.
\n8.\tObserve and Monitor.<\/p>\n
Budget for the Change
\nChanges usually mean that more money must be spent. Make sure you include a budget in your change management project plan. Every project comes with budget constraints, and you should account for this in even a change management plan.
\n(Students need to research & determine the cost of the POS product and explain that in this section).<\/p>\n
Budgeted Costs
\n\u2022\tProduct cost\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026. $
\n\u2022\tInstallation\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026. $
\n\u2022\tTraining\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026. $
\n\u2022\tCoaching\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026$
\n\u2022\tCost of Monitoring\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026. $
\n\u2022\tSalaries & wages plus Superannuation of cashiers\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026. $<\/p>\n
Risk Factors Should be Analysed
\nNo project plan is complete without a risk analysis, and any time you implement a change, you should factor in any potential risks that may be associated with that change. Make sure that when you construct your change management plan, you also perform a risk analysis and account for potential risk factors associated with the change. You can insert the risk management you conducted in task 3.1b here.<\/p>\n
Key Risk Factors associated with the research, purchase, and installation of the POS product.
\n1.\tTheft (explain the mitigation strategy to minimise or eliminate risk) \u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026
\n2.
\n3.
\n4.
\n5.<\/p>\n
Change Management Project Schedule
\nFinally, your change management project plan should include a schedule for implementing the different phases of the change. You can do this a few ways \u2013 either insert your Gantt Chart using an Excel spreadsheet file or you can use project management software designed for this purpose. Make sure you have accounted for everything that needs to be done and when it needs to be done in your project schedule.<\/p>\n
GANTT CHART<\/p>\n
Action\tMay\tJune\tJuly\tAug\tSept\tOct
\nResearch\t1-20
\nBoard Approval\t21-22
\nInstall\t\t1-12
\nTraining\t\t14-21
\nAssessment of results\t\t\t1-2
\nAppointed cashiers & assistants\t\t\t3-4<\/p>\n
Coaching\t\t\t10-20
\nMonitoring\t\t\t\t1-31\t1-30
\nReporting of results and revenue increase to the Board\t\t\t\t\t\t10<\/p>\n
3.3\tConsult with relevant authorities and obtain approvals from relevant authorities to confirm the change management process. Your assessor will act as the CEO. You must meet with your assessor and get your assessor\u2019s approval prior to meeting with the rest of the relevant authorities to obtain their approval. List the relevant authorities you met within the space below and any feedback received.<\/p>\n
The change management process regarding the implementation of a POS system at Australian Hardware has involved much consultation with relevant authorities to obtain approval. The list below highlights our most senior authorities that we have had consultations with:<\/p>\n
Consultations have had to take place with the following:
\n\u2022\tCEO Australian Hardware – Eric Greenwright, to outline plan and get initial endorsement.
\n\u2022\tFinance Director – To ensure budget funding and discuss the cost benefit analysis
\n\u2022\tPOS Representatives \u2013 Including Banks and POS supplier to acquire the best product for AH.
\n\u2022\tPOS IT Trainers-Technical Training and Support.
\n\u2022\tHR-Head of Training \u2013 Customer service training, coaching, and monitoring.
\n\u2022\tHuman Resources Manager to co-ordinate training, coaching support and remove barriers to change.
\n\u2022\tSecurity Director -Risk Matrix completion & engage security and their responsibilities for our POS roll out.
\n\u2022\tBoard of Directors and CEO to evaluate results in the first 6 months of operation.<\/p>\n
Each of the above relevant authorities endorsed and supported our plan to introduce a POS system into Australian Hardware. Our only final decision to make is to confirm our relationship going forward to our chosen bank and their chosen POS systems which provide the best terms for AH and our type of operation. This will include all transactional activity, warranties, installation, IT support and inventory\/stock control.<\/p>\n
3.4\tMeeting
\nOnce you have gained approval from relevant authorities, assign resources to the project. Once you have assigned resources, meet and agree to report protocols with the relevant managers. Document minutes of meeting using the template below.<\/p>\n
MINUTES OF MEETING
\nChair:
\nPresent:
\nDate of meeting:
\nAssign resources\tResponsibility
\nReview Training Resources & Overall Budget allocation\tFinancial Controller.
\nDetermine redundancy payments for excess cashiers.\tHR& Financial Controller.
\nEquipment allocations-Implementation of POS and self-check-out areas.
\nManagement Assessment and Observation of use of POS and Self-Checkout.
\nProgram Training sessions for both IT and Customer service.
\nImplementation of the risk & security strategy
\nImplement Coaching actions and support.
\nMonitor and Review-Results in the first 6 months.<\/p>\n
ASSESSMENT TASK 4: IMPLEMENT CHANGE MANAGEMENT STRATEGY
\nAssessment task instructions:
\n\u2022This is the fourth (4th) unit of assessment task student has to successfully complete to be deemed competent in this unit of competency.
\n\u2022The task is comprised of a case study and activities relating to the case study. Student must respond to all activities and submit them to the Trainer\/Assessor.
\n\u2022Student must answer all questions to the required level, e.g. provide the number of points, to be deemed satisfactory in this task. Refer to the answer guide.
\nPurpose of the assessment task:
\nThis assessment task is designed to evaluate your knowledge for the following:
\n\u2022Develop 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
\n\u2022Arrange and manage activities to deliver the communication or education plans to relevant groups and individuals
\n\u2022Consult with relevant groups and individuals for input into the change process
\n\u2022Identify and respond to barriers to the change according to risk management plans
\n\u2022Action interventions and activities set out in project plan according to project timetable
\n\u2022Activate strategies for embedding the change
\n\u2022Conduct regular evaluation and review and modify project plan where appropriate to achieve change program objectives
\nAssessment conditions and resources:
\nAssessment will 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:
\n\u2022workplace documentation and resources
\n\u2022office equipment, materials and software packages
\n\u2022case studies or, where available, real situations
\n\u2022Interaction with others.<\/p>\n
Read the case study and complete the following activities.<\/p>\n
Case study \u2013 Australian Hardware (Continued)<\/p>\n
Communication is critical to the success of the project plan. The staff at Australian Hardware have been talking amongst themselves and are worried about the organizational change. Many staff have been working at the Australian Hardware warehouse for a long time and are not computer literate and do not shop online. They are also worried and fearful that the change would mean job losses due to the implementation of the self-service checkout. However, the employees are not aware that there are opportunities for employees to be redeployed to other departments such as the warehouse if they choose to remain with the company.<\/p>\n
4.1\tDevelop a communication plan to promote the benefits of the change to the organization and to minimize loss. (Guide: 150-170 words)<\/p>\n
Example of change management communication plan<\/p>\n
COMMUNICATIONS PLAN AUSTRALIAN HARDWARE
\nProject Name\tPOS & Self-Check-out Implementation\tDate Created\t1\/3\/20\/23
\nProject Manager\tGlenn\tVersion Date\t1\/3\/2023
\nOrganization\tAustralian Hardware\tVersion No.\t1
\nAction\tProject Phase\tDate of Implementation\tStakeholders\tReason for Communication \tMethod of Communication
\nAnnouncement of change. \t1\t12\/6\/2023\tTeam members
\nManagers
\nCustomers\tTo advise of the change to the way transactions are made in AH. \tInternal meetings.
\nNewsletters.
\nExternal emails.
\nWebsite.
\nSocial media.
\nImplementation Training.
\nCustomer Service & Tech support.\t2
\nRisk & Security Strategy.\t3\t\tBoard of Directors
\nCEO
\nTeam Members
\nReport on the evaluation of budget spend.\t4\t\tB of D\/CEO.
\nFinancial Controller.
\nMonitoring and Review
\n5<\/p>\n
ROLE PLAY
\n4.2\tOnce you have developed the communication plan, meet with the stakeholders and
\na.\tConsult with the stakeholders regarding the communication plan.
\nThe communication plan will be implemented after the meeting in accordance with stakeholder advice from all key stakeholders including:
\n1.\tCEO\/B of D.
\n2.\tHR Manager
\n3.\tFinance Controller.
\n4.\tSecurity & Risk Manager.
\n5.\tTeam members.
\n6.\tProduct supplier and Bank.<\/p>\n
b.\tArrange and manage activities to deliver the communication or education plans.<\/p>\n
c.\tSeek input into the change process.<\/p>\n
d.\tDiscuss how you are going to identify and respond to barriers to the change according to risk management plans.<\/p>\n
e.\tDiscuss how you are going to action interventions and activities set out in the project plan according to the project timetable.
\n\u2022\tImprove communication through face-to-face meetings.
\n\u2022\tIdentify the most successful methods of communication for customers.
\n\u2022\tReview the successful impact of social media communication or emails to customers.
\n\u2022\tMitigate Risk.<\/p>\n
f.\tDiscuss how you are going to activate strategies for embedding the change.
\nImplement Communication Strategy-this product is going to benefit AH through cost savings and improved customer service.<\/p>\n
Risk & Security Strategy-This strategy is going to provide reduced risk and reduction in productivity.<\/p>\n
Human Resource Strategy:<\/p>\n
g.\tDiscuss how you are going to conduct regular evaluation and review and modify project plans where appropriate to achieve change program objectives.
\n\u2022\tConduct Monitoring meetings with key stakeholders including customers.
\n\u2022\tThrough Surveys, Focus Groups and Observation.
\n\u2022\tEvaluate achievement of KPI\u2019s.
\n\u2022\tReport on any amendments that are required.<\/p>\n
Document the above using the meeting minutes template below. You must address all the points listed above. Your colleagues will act as the stakeholders. (Guide: 250-300 words)<\/p>\n
MINUTES OF MEETING
\nChair:
\nPresent:
\nDate of meeting:
\nItems discussed\tResponsibility
\nThe communication plan will be implemented after the meeting in accordance with stakeholder advice from all key stakeholders including:
\n1.\tCEO\/B of D.
\n2.\tHR Manager
\n3.\tFinance Controller.
\n4.\tSecurity & Risk Manager.
\n5.\tTeam members.
\n6.\tProduct supplier and Bank.\tAll Stakeholders<\/p>\n
_______________________________________
\nMINUTES OF MEETING
\nChair: [Your Name]
\nPresent: [List of Managers and Relevant Stakeholders Present]
\nDate of meeting: [Meeting Date]<\/p>\n
Agenda:<\/p>\n
Introduction and Project Overview
\nAssignment of Resources
\nReport Protocols and Communication Channels
\nNext Steps and Action Items
\nMinutes:<\/p>\n
Introduction and Project Overview:
\nThe meeting was called to discuss the implementation of the new Point of Sales (POS) system with self-checkout service at Australian Hardware.
\n[Your Name] provided an overview of the project, including the strategic change objectives, cost-benefit analysis, and risk analysis.
\nAssignment of Resources:
\n[Your Name] outlined the roles and responsibilities of the different stakeholders involved in the project.
\nThe IT and Management team will be responsible for the POS selection decision, implementation, and ongoing monitoring and quality control.
\nThe Finance Manager will oversee the budget and financial aspects of the project.
\nIndividual self-checkout assistants will be appointed to manage the self-checkout service at each store.
\nThe Security team will be responsible for mitigating risks related to self-checkout theft.
\nReport Protocols and Communication Channels:
\n[Your Name] discussed the importance of regular reporting and communication throughout the project.
\nIt was agreed that weekly progress reports will be submitted to the CEO and Board of Directors.
\nMonthly meetings will be held with all stakeholders to review progress and address any challenges.
\nThe IT and Management team will maintain open communication channels to address any technical issues during the implementation phase.
\nNext Steps and Action Items:
\n[Your Name] outlined the next steps, including the completion of the research and selection of the POS product.
\nThe Finance Manager will finalize the budget and funding allocation for the project.
\nHR will work on training plans for staff and the coaching support required during the implementation phase.
\nThe Security team will set up surveillance systems and implement the risk mitigation strategy.
\nConclusion:<\/p>\n
The meeting concluded with all stakeholders expressing their commitment to the successful implementation of the POS system and self-checkout service at Australian Hardware.
\n[Your Name] will continue to oversee the project and ensure that all tasks are completed according to the agreed timeline and protocols.
\nEnd of Meeting.<\/p>\n","protected":false},"excerpt":{"rendered":"
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