Advance Diploma of Business

This article covers activities related to analyzing organizational objectives, reviewing policies and practices, and developing a change management project plan. It also discusses the benefits and losses incurred during the change process, communication plan, and resource allocation. The article provides examples of external trends and events, barriers to introduction of new technology, and strategies to embed change. It also includes a skills and knowledge activity related to managing organizational change.

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Advance Diploma of Business
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Table of Contents
Activity 1A......................................................................................................................................5
Importance of analyzing the organization’s objectives...............................................................5
Three examples of the types of strategic change.........................................................................5
Activity 1B.......................................................................................................................................5
Reviewing existing policies and practices against strategic objectives.......................................5
Policies and practices need to be reviewed in the light of new objective....................................5
(Cummings, Bridgman and Brown 2016).......................................................................................6
Activity 1C.......................................................................................................................................6
Six examples of the types of external trends or events................................................................6
Using the PESTLE analysis tool..................................................................................................6
Activity 1D......................................................................................................................................7
3 Examples of each of the following factors...............................................................................7
Expected changes based on given circumstances........................................................................7
Activity 1E.......................................................................................................................................8
Importance of considering a review from managers and specialists for a change process.........8
Draw up a meeting agenda and consulting the managers for the proposed changes...................8
Making a brief to a contractor.....................................................................................................8
Activity 2A......................................................................................................................................9
Cost-benefit analysis....................................................................................................................9

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Tangible and intangible benefits..................................................................................................9
(Ramos et al. 2015)..........................................................................................................................9
Activity 2B.......................................................................................................................................9
Purpose of a risk analysis..........................................................................................................10
Barriers to introduction of new technology and working practices...........................................10
Mitigation to avoid the barriers.................................................................................................10
(Al-Haddad and Kotnour 2015).....................................................................................................10
Activity 2C.....................................................................................................................................10
Importance of developing a change management project plan.................................................10
Key information for the change management project...............................................................11
(Waddock et al. 2015)...................................................................................................................11
Activity 2D....................................................................................................................................11
Importance of approval on change management.......................................................................11
Approval from the funding partner............................................................................................12
Activity 2E.....................................................................................................................................12
Resource allocation....................................................................................................................12
Resource requirement for the example organization.................................................................12
Project update............................................................................................................................13
Activity 3A....................................................................................................................................13
Communication plan..................................................................................................................13

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Benefits of change in the example organization........................................................................14
Loss incurred to people in the change process..........................................................................14
Activity 3B.....................................................................................................................................14
Briefing......................................................................................................................................14
Practical arrangements...............................................................................................................14
Activity 3C.....................................................................................................................................15
Members of the consultation group/s........................................................................................15
Consultation process..................................................................................................................15
Key questions as part of the consultation process.....................................................................15
Impact of consultation on results...............................................................................................15
Enquiring the impact of consultation on the outcome...............................................................16
(Grant 2014)...................................................................................................................................16
Activity 3D....................................................................................................................................16
Barriers to the project................................................................................................................16
(Fuchs and Prouska 2014).............................................................................................................16
Activity 3E.....................................................................................................................................16
Actions and implementation......................................................................................................17
Activity 3F.....................................................................................................................................17
Importance of strategies.............................................................................................................17
Recommended strategies for change.........................................................................................17

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(Georgalis et al. 2015)...................................................................................................................17
Activity 3G....................................................................................................................................18
Importance of evaluation and progress of the process...............................................................18
Methods to evaluate and review progress of a change..............................................................18
Evaluation of the change program.............................................................................................18
Skills and Knowledge Activity......................................................................................................19
1. Cycle for managing organizational change...........................................................................19
2. Components of change management project plan.................................................................19
3. External environmental factors..............................................................................................19
4. Role of organizational behavior.............................................................................................20
5. Three potential barriers to change.........................................................................................20
6. Three strategies to embed change..........................................................................................20
References......................................................................................................................................21

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Activity 1A
Importance of analyzing the organization’s objectives
Identifying the needs for change is only possible if the organizational work policies and
the set outcomes are known. Generally, organizations have a certain set of objectives to attain the
desired outcomes. Work practices are managed according to these objectives only. Expected
outcomes are divided into three common terms like short-term, mid-term and long-term goals.
Organizational objectives will communicate about whether the set goals are competent in
reference to the existing market competition.
Three examples of the types of strategic change
The three types of strategic changes are like Total Quality Management (TQP), Cultural
Changes and Business Strategies Changes.
(Lozano, Nummert and Ceulemans 2016)
Activity 1B
Reviewing existing policies and practices against strategic objectives
Existing policies and practices are reviewed against strategic objectives, so that,
effectiveness of the policies & practices are identified. It is important also due to the ever
increasing market competition. Actually, the short-term, mid-term and long-term goals must be
analyzed, so that, competitive strategies are constructed.
Policies and practices need to be reviewed in the light of new objective

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Following list of policies should be checked in the light of new objective:
 Recruitment policy
 Email and internet policy
 Mobile phone policy
 Health and safety policy
 Termination and discipline policy
 Social media usage policy
(Cummings, Bridgman and Brown 2016)
Activity 1C
Six examples of the types of external trends or events
Six trends or events which can impact the organization’s objectives are competition,
natural forces, government policies, demographic factors, cultural & social forces and
technological changes.
Using the PESTLE analysis tool
Current factors
Political Trade policies, import & export taxes and political state at the international
level
Economic GDP variation, trade barriers opposing an economic integration and business
models
Sociological Consumer behaviour, demographic factors and cultural preferences
Technological Emerging technologies, upgradation of existing technologies and cost of

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switching to different technologies
Legal Legal policies, code of conduct and legal framework governing the various
practices
Environmental Greenhouse gas emissions, water pollution and wastes
(Van der Voet 2014)
Activity 1D
3 Examples of each of the following factors
Factors
Performance gaps Production target is not met, quality is average and deadlines misses
Business opportunities Booming market, skilled workforce and market demands
Business threats Changing consumer behaviour, increasing market competition and
uncompetitive business strategies
Management decisions Need to implement a new technology, change in business level strategies
and implementing an innovative idea
Expected changes based on given circumstances
There should be the following changes:
 Changes in the business level strategies
 Accelerating the production

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 Recruiting experienced talents
 Implementing technologies to support faster production
 Using technology to capture more data and enhance the capability to understand the
customers’ needs
(Matos Marques Simoes and Esposito 2014)
Activity 1E
Importance of considering a review from managers and specialists for a change process
A review from managers and specialist is necessary as their contribution has high
importance in the change process. They are required to play the role of leaders to make an impact
upon the teamwork which is very critical to the success of a transformation process.
Draw up a meeting agenda and consulting the managers for the proposed changes
Meeting agenda: A meeting is arranged for understanding the importance of a change in
the existing manufacturing process. Managers are expected to make their useful contribution to
it. This will be highly regarded and appreciated as well.
Making a brief to a contractor
The purpose of this briefing is to explain the potential points other than what are agreed
upon.
Following would be the list of key points:
 Economic regeneration
 Sustainability

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 Employment & skills
 Supply Chain Management
(Belias and Koustelios 2014)
Activity 2A
Cost-benefit analysis
This is important because it helps to evaluate the rewards and risks of projects in
consideration. It is also done to analyze whether the entire potential costs are computed
accurately and also that the benefits outweigh the costs. If things are done as mentioned then the
considered change may be a good selection.
Tangible and intangible benefits
Following is the list of benefits:
 Budget Management
 Risk Management
 No deadline misses
 Teamwork
(Ramos et al. 2015)
Activity 2B

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Purpose of a risk analysis
The purpose for risk analysis is necessary because this will give an idea of the benefits
which will be attained with the change process.
Barriers to introduction of new technology and working practices
 Incompetent organizational resources
 Uncompetitive workforce
 No teamwork
 Absence of shared vision
 Improper strategic plans
 Absence of leadership skills in top managers
Mitigation to avoid the barriers
 Leadership skills in managers
 Teamwork
 Strategic plans
 Skilled workforce
(Al-Haddad and Kotnour 2015)
Activity 2C
Importance of developing a change management project plan

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Change is necessary for being competitive in market. Change management is also
necessary to effectively manage the transformation. Following is the list of points which
illustrate why developing the change management plan is important:
 It standardize the transformation process
 Change management plan can effectively carry forward the process from hard at the first
stage to gorgeous in the last
 Compliance with regulatory policies
 Provides the list of tools and technologies which is important for the change
Key information for the change management project
 Formal strategies stating that how to approach with the change process
 Effective communication plan
 Selection of tools required for making the change
 Good mechanism for tracking
 Impact analysis
 Documentation of change
(Waddock et al. 2015)
Activity 2D
Importance of approval on change management
 Financial supports
 Supports at the organizational level

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 For the availability of resource
 Teamwork
 Shared vision
Approval from the funding partner
 Analyzing the funding partner for previous records and the nature of projects handled
 Briefing the funding partner on the current project
 Briefing will also include giving the details of change management strategy
 Explaining the benefits
 Enquiring the terms & conditions which the funding partner will impose
(Chia 2014)
Activity 2E
Resource allocation
Business level strategies will be required to follow the one single path. Shared vision and
the expected outcomes should also be designed. Involvement of top managers as this will
promote teamwork and leadership. Implementation of short-term wins will also hold the key to
further changes.
Resource requirement for the example organization
The ongoing implementation of ERP in the ABC Company will require a controlled
management of the project. Following is the list of required resources:

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 Selecting the best and feasible ERP system for the company
 Budget planning
 Short-listing the professionals for taking care of ERP
 Identifying the expected outcome of the project
Project update
It is generally the project managers who should be reported. Minimal reporting should be made
on a daily basis. However, major reporting can be done within the duration as agreed upon by the
funding partner and the project managers.
(Christin Jurisch et al. 2014)
Activity 3A
Communication plan
Below is the list of communication for the change management:
 Clarifying the benefits of the change process to the stakeholders
 Selection of leaders who will deliver the speech
 Making communication face-to-face on most occasions
 Allowing a feedback opportunity to stakeholders
 Maintaining the communication till the end of the project
Benefits of change in the example organization

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The recent change in the ABC Company did produce a lot of benefits to the company.
The numerous of works like data management have now become systemized. ERP in the
company is now used for multiple purposes. Forecasting of stock has now improved. Flexibility
with different works has increased. Security is now enhanced. Customer service standard has
also improved.
Loss incurred to people in the change process
Change process is a loss or a troublesome thing for few. It is troubling to those who
prefer the routine and familiar things. Few people tend to stick with the old system. They do it
because they are not sure whether the change will be feasible to them. Such people also have fear
to lose the job. These are the people who feel stressed in the change process.
(Kreimeier et al. 2014)
Activity 3B
Briefing
 Purpose of the decision
 Benefits of the move
 Ensuring a best career growth for the existing staffs
Practical arrangements
 Seating
 Electricity and internet connection

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 Computer systems
 Projector screen for the presentation
(Whyte, Stasis and Lindkvist 2016)
Activity 3C
Members of the consultation group/s
 Size and roles of group members need to be identified
 Checking prior experiences and skills
 Deciding the person having the responsibility to select the group
 Developing a contingency plan
Consultation process
The consultation process will take place at the agreed place and on the agreed time.
Key questions as part of the consultation process
 Is the business level strategy is appropriate enough to produce the expected
outcome?
 What should be the estimated budget?
 How the communication plan will take place?
 How to observe the short-term wins?
Impact of consultation on results

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A change process without consulting the concern group will yield little or perhaps
unexpected results. Such change processes may find the list of resistance from within the
company.
Enquiring the impact of consultation on the outcome
 Change progress will be much smoother
 There will be less resistance to change
 Availability of resources
 Expected outcomes will be attained
(Grant 2014)
Activity 3D
Barriers to the project
 One or few of the members of the consultation group/s may not be interested in the
change process
 Budget issue
 Resources issues
 Commitment to the work
(Fuchs and Prouska 2014)
Activity 3E

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Actions and implementation
Career planning: through the career development programs
Team building: through effective leadership in managers
Training: by identifying the training needs and seeking the approvals from the concern
department
(Tachizawa, Alvarez-Gil and Montes-Sancho 2015)
Activity 3F
Importance of strategies
 Change process without an strategy will deviate from the vision
 Change could not be implemented
 The change process will probably collapse
Recommended strategies for change
 Identifying the relevant strategies and technologies to attain the expected outcome
 Short-listing the team of change management
 Budget allocation
(Georgalis et al. 2015)

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Activity 3G
Importance of evaluation and progress of the process
 Help to identify the progress
 Necessary steps could then be taken
 Budget will not be excessive
 Waste management
Methods to evaluate and review progress of a change
 Forming a team
 Collection of relevant data
 Data analysis
 Sharing of results
Evaluation of the change program
The change program was able to attain the short-term wins in the ABC Company.
However, the changes could not be implemented in the system. This had hampered the further
progress. Lot of complexities then became the part of the process like over budgeting, wastes and
others.
(Hon, Bloom and Crant 2014)

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Skills and Knowledge Activity
1. Cycle for managing organizational change
 Creating the sense of urgency in both internal and external stakeholders
 Building collaborative workforce
 Forming and sharing the strategic visions
 Short-listing the member of change process
 Identifying and removing the internal and external barriers
 Generate short-term wins and implementing this as well
 Sustaining the acceleration of the process
 Attaining the state of change
2. Components of change management project plan
 Assessments of the system
 Communication planning and communication
 Roadmaps and sponsoring the activities
 Relevant training for top managers
 Training preparation and delivery
 Barriers management
 Employee feedback
 Corrective action
3. External environmental factors
Political: Trade policies and political state at the international level

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Economic: GDP behaviors and economic integration state
Social: Consumer behavior and demographic variations
Technological: Emerging technologies and the switching cost to those
Environmental: Air and water pollution
Legal: Legal policies and business framework
4. Role of organizational behavior
Active organization can readily support the progress whereas non-active firms may have
certain members resisting the change process.
5. Three potential barriers to change
1. Resistive employees: Employee commitment will suffer and a negative publicity will also
prevail
2. Unplanned progress: This will affect the progress and will cause the permanent losses to the
change process.
3. Not implementing the short-term wins: This will affect employees’ morale for change and will
also affect the process.
6. Three strategies to embed change
 Creating goals linked to the expected outcomes
 Identifying the high-level goals for the each business unit
 Integrating employees with the individual goal

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References
Al-Haddad, S. and Kotnour, T., 2015. Integrating the organizational change literature: a model
for successful change. Journal of Organizational Change Management, 28(2), pp.234-262.
Belias, D. and Koustelios, A., 2014. The impact of leadership and change management strategy
on organizational culture. European Scientific Journal, ESJ, 10(7).
Chia, R., 2014. Reflections: in praise of silent transformation–allowing change through ‘letting
happen’. Journal of Change Management, 14(1), pp.8-27.
Christin Jurisch, M., Palka, W., Wolf, P. and Krcmar, H., 2014. Which capabilities matter for
successful business process change?. Business Process management journal, 20(1), pp.47-67.
Cummings, S., Bridgman, T. and Brown, K.G., 2016. Unfreezing change as three steps:
Rethinking Kurt Lewin’s legacy for change management. human relations, 69(1), pp.33-60.
Fuchs, S. and Prouska, R., 2014. Creating positive employee change evaluation: the role of
different levels of organizational support and change participation. Journal of change
Management, 14(3), pp.361-383.
Georgalis, J., Samaratunge, R., Kimberley, N. and Lu, Y., 2015. Change process characteristics
and resistance to organisational change: The role of employee perceptions of justice. Australian
Journal of Management, 40(1), pp.89-113.
Grant, A.M., 2014. The efficacy of executive coaching in times of organisational
change. Journal of Change Management, 14(2), pp.258-280.

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Hon, A.H., Bloom, M. and Crant, J.M., 2014. Overcoming resistance to change and enhancing
creative performance. Journal of Management, 40(3), pp.919-941.
Kreimeier, D., Morlock, F., Prinz, C., Krückhans, B., Bakir, D.C. and Meier, H., 2014. Holistic
learning factories–A concept to train lean management, resource efficiency as well as
management and organization improvement skills. Procedia CIRP, 17, pp.184-188.
Lozano, R., Nummert, B. and Ceulemans, K., 2016. Elucidating the relationship between
sustainability reporting and organisational change management for sustainability. Journal of
cleaner production, 125, pp.168-188.
Matos Marques Simoes, P. and Esposito, M., 2014. Improving change management: How
communication nature influences resistance to change. Journal of Management
Development, 33(4), pp.324-341.
Ramos, T.B., Caeiro, S., Van Hoof, B., Lozano, R., Huisingh, D. and Ceulemans, K., 2015.
Experiences from the implementation of sustainable development in higher education
institutions: Environmental management for sustainable universities. Journal of Cleaner
Production, 106, pp.3-10.
Tachizawa, E.M., Alvarez-Gil, M.J. and Montes-Sancho, M.J., 2015. How “smart cities” will
change supply chain management. Supply Chain Management: An International Journal, 20(3),
pp.237-248.
Van der Voet, J., 2014. The effectiveness and specificity of change management in a public
organization: Transformational leadership and a bureaucratic organizational structure. European
Management Journal, 32(3), pp.373-382.

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Waddock, S., Meszoely, G.M., Waddell, S. and Dentoni, D., 2015. The complexity of wicked
problems in large scale change. Journal of Organizational Change Management, 28(6), pp.993-
1012.
Whyte, J., Stasis, A. and Lindkvist, C., 2016. Managing change in the delivery of complex
projects: Configuration management, asset information and ‘big data’. International Journal of
Project Management, 34(2), pp.339-351.