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BSBINN601 Lead and Manage Organisational Change : Assignment

   

Added on  2020-07-22

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12ASSESSMENT COVER SHEETUNIT CODE: BSBINN601 UNIT NAME: Manage organisational changeCandidates: Submit this entire document CANDIDATE to complete this sectionRESULT IN EACH ASSESSMENT ITEMCommentsSatisfactoryUnsatisfactoryDid not submitAssessment 1Assessment 2Assessment 3ASSESSOR to complete this section

evidence, where written evidence is deemed to be incomplete or insufficient.Comments:ASSESSMENT GUIDELINES FOR STUDENTSYou need to achieve a ‘Satisfactory’ grade in ALL the assessments items to be granted a ‘Competent’ grade inthe unit.In case you are not able to achieve a ‘Satisfactory’ grade in any assessment task, you will be given three (3)attempts to resubmit your assessment. Your trainer will be available to assist you in any areas of difficulty.Please discuss the assessment with your trainer to seek advice on how you can achieve competency in theunit.Where relevant, oral questions may be asked to gather more information on your knowledge, skills andcompetence in the unit.A holistic approach is used to assess your skills relevant to this qualification. The skills are assessed across thedifferent units offered within this qualification. Where a skill relevant to this unit is not assessed within thisassessment pack, please note that the skill will be assessed in another unit.REFERENCES TO TEXTBOOK/ OTHER RESOURCES1.References to chapters or page numbers within the assessments/ questions refer to the followingtextbook/s and other resources

1.Textbook: Cole, K., 2010, Management: Theory and Practice, 4th Ed or 5th Ed., Pearson,Australia (Referred to as ‘Textbook’ in the Assessments)2.Study Guide: Manage organisational change, 2011, ACTB (Referred to as ‘Study Guide’ in theAssessments)3.Reading: Fisher J M, (2005), A Time for change, Human Resource Development International vol 8:2(2005), pp 257 – 264, Taylor & Francis

Assessment 1Theory Questions.Complete Assessment 11Key readings: Textbook, Chapter 21Study Guide, Section 2 and 4Reading: Fisher J M, (2005), A Time for change, Human Resource Development International vol 8:2 (2005), pp 257 – 264, Taylor & Francis1a:Managing Change1.What are some external and internal forces of change in organisations?Change is very significant element in business which can be internal or external. These are the variousreason behind changes:Internal forces: There are many factors which internally influence an organisation and managersneed to control these forces. These are structure, employees, occasions, systems and situations. Italso includes change in the culture of a company, vision, mission and also change in style of leadership are included in internal environment of the enterprise. Internal factors are change over a periodof time which having limited influence over the business performance of cited firm. External forces: These factors are affects a business externally and beyond the control of themanagement. (Zouwen and van der Zouwen, 2011). It includes some factors such as political, legal,social, economic and technological which bring changes in the organization. When there is change inexternal forces than it will affect the growth, development, operations and sustainability for long runin market. It is important to consider outside factors when formulating various business strategies.2.What do you understand by ‘reactive change’?These changes are created when a company facing problem and they can take corrective actions tominimize potential risk in an appropriate manner. Because of some threat and opportunity which are inthe company, managers do some changes in their practices. For example, if a hotel manager examinedthat American travelers like to travel with their pets than reactive change take place and meeting futurechallenges (Olins, 2017). Cope up with these changes for a company and its future performance, so it is

important to adopt various strategies by the organization. These strategies will help to decrease negativeinfluence of changes and also help to boost up the market share of the company. It is totally oppositefrom the proactive changes. One negative point of reactive change is that organization ignore dangermark so they face many serious problems in future.3.Why do you think it is better for managers to implement ‘planned change’?Planned change is intentionally, purposefully and already calculated to develop and bring improvement inthe organisation. It is very important for manager if they want to change their practices, structure andleadership style (Munn-Giddings and Winter, 2013). This is essential for a business organization to analysesand evaluate new possible threats and implement planned changes within the organization to overcomepotential risk on the business operation.Thrive in ever changing world: Today an enterprise facing complex, faster, cross functional andinterdependent changes. To give their best results it is important for the organisation to adopt variousstrategies to sustain in the ever-changing world. Reduce gap between standard and actual: There are various standards which set by the company need toanalysis and identify gaps between actual results.. For this purpose, they have to support effectively thosepersons and implement Treat employees right: When managers initiate changes in their organization it isimportant to consider their employees very seriously. Because workers are the key factor for success so it isimportant to give them training so they can easily understand the changes which affect them.4.Why do people generally resist organizational change? Give fourreasonsIt is natural that employees are facing various issues and resist new changes in the company because suchchanges influence their performance. If their changes initiated by the managers in their enterprise,employees are resist these changes need to be effective management. There are some reasons to resistchanges by people are described below:Fear for unknown: This is most common reason behind resistance by the employees in the organisationbecause they are generally afraid to move from one direction to another new direction. Normally this is theresponsibility of manager to provide proper information to its staff regarding the benefits of proposedchanges and communicate their issue with the management. Lack of competencies: Sometimes necessary changes require new skills, competencies and qualities. So,employees need to develop their skills through training which helps to meet changes needs in an effectivemanner.

Poor communication: This is another very obvious reason of resistance for change because sometimesmanager do not properly communicate changes to their subordinates so it becomes difficult for them to copup with those changes (Michel, Todnem By and Burnes, 2013).Benefits and rewards: It is important to give appropriate reward and benefit to employees who aresmoothly working with change. If these reward and incentives are not adequate so it arises the resistance inthe employees for change.5.Briefly explain at least four methods through which managers can overcome the resistance tochange. It is important for the manager to eliminate such issue so that operations are running in an effective manner.Various methods to overcome resistance to change are given below:Implementation of change management: This is very important method to avoide and reducing resistanceto change in the organisation. (Fai Pun and Nathai-Balkissoon, 2011). Change management is effective toolbecause it not only focuses on the removing resistance problem but also focuses on the employees and tryto engage them in changed activity.Formally manage resistance to change: There are various steps which have to be followed whenorganisation remove resistance problems. Resistance is addressed by three steps such as preparing forchange, managing change and reinforcing change in workers of the company.Identify root causes of resistance to change: For effective solution it is very crucial to find out the reason forthe resistance to change among the employees. If managers are focuses on the symptoms thanmanagement or resistance to change is ineffective so it is important to focuses on the identification of theroot cause of resistance.Engage right resistance managers: It is very crucial for management to engage with those staff who notagreeing with proposed changes. These includes supervisors, middle managers and senior leaders. Humanresources are not appropriate people for manage resistance sof actions are taken by the leader for thatpurpose.6.What are the four keys ‘organizational change components’? Explain any one of the four in detail.Initiate change in an organisation is very big process which is conducted by the managers. Variouscomponents and parts are including in this kind of process and some are given below: 1.Communication2.Training3.Inspirational leadership4.Financial focus

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