BSBINN601 Lead and Manage Organisational Change Learner Workbook

The BSBINN601 Lead and Manage Organisational Change Learner Workbook from Clinton Institute includes assessment tasks, instructions to learners, and assessment criteria. The workbook covers topics such as identifying change requirements and opportunities, developing change management strategies, and evaluating change management project plans. The workbook also includes information on plagiarism and collusion, competency outcomes, and confidentiality.

BSBINN601
Lead and manage organisational
change
Learner Workbook

P a g e | 1
Student Name:
Student ID:
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

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Table of Contents
Table of Contents...........................................................................................................................................1
ASSESSMENT RECORD TOOL.................................................................................................................2
Instructions to Learner..................................................................................................................................6
Assessment criteria......................................................................................................................................10
Activity 1A.............................................................................................................................................14
Activity 1B.............................................................................................................................................15
Activity 1C.............................................................................................................................................16
Activity 1D.............................................................................................................................................17
Activity 1E.............................................................................................................................................18
Activity 2A.............................................................................................................................................19
Activity 2B.............................................................................................................................................20
Activity 2C.............................................................................................................................................21
Activity 2D.............................................................................................................................................22
Activity 2E.............................................................................................................................................23
Activity 3A.............................................................................................................................................24
Activity 3B.............................................................................................................................................25
Activity 3C.............................................................................................................................................26
Activity 3D.............................................................................................................................................27
Activity 3E.............................................................................................................................................28
Activity 3F.............................................................................................................................................29
Activity 3G.............................................................................................................................................30
Section A: Skills Activity.......................................................................................................................34
Section B: Knowledge Activity (Q & A)................................................................................................40
Section C: Performance Activity............................................................................................................44
Supplementary Oral Questions (optional) – for assessor..........................................................................48
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 3
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 4
ASSESSMENT RECORD TOOL
Assessment Tasks
Task Outcome
Satisfactory (S)
Not satisfactory (NS) Date
Assessor
initials
Assessment Task 1: Work book tasks 1A – 3G Attempt 1.
Attempt 2.
Attempt 3.
Assessment Task 2: Skills activity tasks
(Section A)
Attempt 1.
Attempt 2.
Attempt 3.
Assessment Task 3: Knowledge activity tasks
(Section B)
Attempt 1.
Attempt 2.
Attempt 3.
Assessment Task 4: Performance activity task
(Section C)
Attempt 1.
Attempt 2.
Attempt 3.
The learner has been assessed in the elements and performance criteria and the evidence has been presented as:
Authentic
√ or ×
Valid
√ or ×
Reliabl
e
√ or ×
Current
√ or ×
Sufficient
√ or ×
Final Assessment Results Result (C/NYC) Date
BSBINN601 Lead and manage organisational
change
Student name:
Assessor name: Edwin Zywko-Hicks
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 5
Assessor signature: Date:
Did the Student: Yes No
Identify change requirements and opportunities
Identify strategic change needs through an analysis of organisational objectives
Review existing policies and practices against strategic objectives to identify where changes are
required
Monitor the external environment to identify events or trends that impact on the achievement of
organisational objectives
Identify major operational change requirements due to performance gaps, business opportunities
or threats, or management decisions
Review and prioritise change requirements or opportunities with relevant managers
Consult stakeholders, specialists and experts to assist in the identification of major change
requirements and opportunities
Develop change management strategy
Undertake cost-benefit analysis for high priority change requirements and opportunities
Undertake risk analysis and apply problem solving and innovation skills to identify barriers to
change and agree and record mitigation strategies
Develop change management project plan
Obtain approvals from relevant authorities to confirm the change management process
Assign resources to the project and agree reporting protocols with relevant managers
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 6
Implement change management strategy
Develop 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
Arrange and manage activities to deliver the communication or education plans to relevant groups
and individuals
Consult with relevant groups and individuals for input into the change process
Identify and respond to barriers to the change according to risk management plans
Action interventions and activities set out in project plan according to project timetable
Activate strategies for embedding the change
Conduct regular evaluation and review and modify project plan where appropriate to achieve
change program objectives
Performance Evidence
Did the student: Yes No
 Analyse and interpret information about the organisation’s internal and external environment
and consult with stakeholders to identify requirements and opportunities for changes that
support organisational objectives
 Prioritise opportunities for changes with input from managers
 Develop a change management project plan for the priority changes incorporating resource
requirements, risk management and timelines
 Develop strategies to communicate or educate the changes and embed them
 Obtain approvals and agree reporting protocols with relevant managers and implement the
plan including addressing barriers to change
 Review and evaluate the change management project plan and modify as needed to achieve
objectives
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 7
Foundation Skills
Did the student: Yes No
Reading:
Interpret detailed information that may deal with complex ideas related to issues both within and
outside the workplace context
Writing:
Use clear and precise language to develop information about objectives, requirements, activities
and recommendations
Develop complex plans and strategies in appropriate format for the audience and purpose
Oral Communication:
Discuss and seeks information using appropriate structure and language for the particular
audience
Use questioning and active listening to clarify or confirm understanding
Numeracy:
Interpret, analyse and present numeric/financial information in complex documents
Navigate the world of work:
Take a lead role in the development of organisational strategic goals and associated roles and
responsibilities
Interact with others:
Use a variety of communication tools and strategies to build and maintain effective working
relationships
Use inclusive and collaborative techniques to seek feedback, negotiate and consult with a range of
stakeholders
Get the work done:
Plans, organises and implements activities required to achieve strategic priorities and outcomes,
including consulting with others and sequencing events to minimise uncertainty for staff
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 8
Use problem-solving skills to identify and analyse issues or barriers, and develop responses
Develop new and innovative ideas through exploration and lateral thinking
Knowledge Evidence
Did the student: Yes No
Explain the change management process or cycle and strategies for communicating and
embedding change
Explain how organisational behaviour and the external environment can impact on change
strategies
Describe the components of a change management project plan
List potential barriers to change and explain possible strategies to address barriers
Instructions to Learner
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 9
Overview
Prior to commencing the assessments, your Trainer/Assessor will explain each assessment task and the terms
and conditions relating to the submission of your assessment task. Please consult with your Trainer/Assessor
if you are unsure of any questions. It is important that you understand and adhere to the terms and
conditions, and address fully each assessment task. If any assessment task is not fully addressed, then your
assessment task will be returned to you for resubmission. Your Trainer/Assessor will remain available to
support you throughout the assessment process.
Written work
Assessment tasks are used to measure your understanding and underpinning skills and knowledge of the
overall unit of competency. When undertaking any written assessment tasks, please ensure that you address
the following criteria:
 Address each question including any sub-points
 Demonstrate that you have researched the topic thoroughly
 Cover the topic in a logical, structured manner
 Assessment tasks are well presented, well referenced and word processed
 Your assessment tasks include your full legal name on each cover page.
Active participation
It is a condition of enrolment that you actively participate in your studies. Active participation is completing
all the assessment tasks on time.
Plagiarism
Plagiarism is taking and using someone else's thoughts, writings or inventions and representing them as your
own. Plagiarism is a serious act and may result in a learner’s exclusion from a course. When you have any
doubts about including the work of other authors in your assessment, please consult your trainer/assessor.
The following list outlines some of the activities for which a learner can be accused of plagiarism:
 Presenting any work by another individual as one's own unintentionally
 Handing in assessments markedly similar to or copied from another learner
 Presenting the work of another individual or group as their own work
 Handing in assessments without the adequate acknowledgement of sources used, including
assessments taken totally or in part from the internet.
If it is identified that you have plagiarised within your assessment, then a meeting will be organised to
discuss this with you, and further action may be taken accordingly.
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 10
Collusion
Collusion is the presentation by a learner of an assignment as their own that is, in fact, the result in whole or
in part of unauthorised collaboration with another person or persons. Collusion involves the cooperation of
two or more learners in plagiarism or other forms of academic misconduct and, as such, both parties are
subject to disciplinary action. Collusion or copying from other learners is not permitted and will result in a
“0” grade and NYC.
Assessments must be typed using document software such as (or similar to) MS Office. Handwritten
assessments will only be accepted (with, prior written confirmation provided by the Trainer/Assessor to
confirm).
Competency outcome
There are two outcomes of assessments: S = Satisfactory and NS = Not Satisfactory (requires more training
and experience).
Once the learner has satisfactorily completed all the tasks for this module the learner will be awarded
“Competent” (C) or “Not yet Competent” (NYC) for the relevant unit of competency.
If you are deemed “Not Yet Competent” you will be provided with feedback from your assessor and will be
given another chance to resubmit your assessment task(s). If you are still deemed as “Not Yet Competent”
you will be required to re-enrol in the unit of competency.
Additional evidence
If we, at our sole discretion, determine that we require additional or alternative information/evidence in order
to determine competency, you must provide us with such information/evidence, subject to privacy and
confidentiality issues. We retain this right at any time, including after submission of your assessments.
Additional evidence could be third party reports.
Confidentiality
We will treat anything, including information about your job, workplace, employer, with strict confidence, in
accordance with the law. However, you are responsible for ensuring that you do not provide us with
anything regarding any third party including your employer, colleagues and others, that they do not consent
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 11
to the disclosure of. While we may ask you to provide information or details about aspects of your employer
and workplace, you are responsible for obtaining necessary consents and ensuring that privacy rights and
confidentiality obligations are not breached by you in supplying us with such information.
Assessment appeals process
If you feel that you have been unfairly treated during your assessment, and you are not happy with your
assessment and/or the outcome as a result of that treatment, you have the right to lodge an appeal. You must
first discuss the issue with your trainer/assessor. If you would like to proceed further with the request after
discussions with your trainer/assessor, you need to lodge your appeal to the course coordinator, in writing,
outlining the reason(s) for the appeal.
Special needs
Candidates with special needs should notify their Trainer/Assessor to request any required adjustments as
soon as possible. This will enable the Trainer/Assessor to address the identified needs immediately .
Formative Assessments
Task 1 - Learner Workbook activities.
Summative Assessments
The summative assessments are the major activities designed to assess your skills, knowledge and
performance, as required to show competency in this unit. These activities should be completed after
finishing the Learner Guide. You should complete these as stated below and as instructed by your
trainer/assessor.
Skills, knowledge and performance may be termed as:
 Skills – skill requirements, required skills, essential skills, foundation skills
 Knowledge – knowledge requirements, required knowledge, essential knowledge, knowledge
evidence
 Performance – evidence requirements, critical aspects of assessment, performance evidence.
Section A: Task 2 - Skills Activity
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 12
The Skills Activity is designed to be a series of demonstrative tasks that should be assessed by observation
(by the assessor or third party, depending on the circumstances).
It will demonstrate all of the skills required for this unit of competency – your assessor will provide further
instructions to you, if necessary.
Section B: Task 3 - Knowledge Activity (Q & A)
The Knowledge Activity is designed to be a verbal questionnaire where the assessor asks you a series of
questions to confirm your competency for all of the required knowledge in the unit of competency.
Section C: Task 4 - Performance Activity
The Performance Activity is designed to be a practical activity performed either in the workplace or a
simulated environment. You should demonstrate the required practical tasks for the unit of competency and
be observed by the assessor and/or third party, as applicable to the situation. If the third party is required to
observe you, you will need to make the required arrangements with them.
If necessary for the activities, you should attached completed written answers, portfolios or any evidence of
competency to this workbook.
An explanation of demonstrations and observations:
Demonstration is off-the-job (classroom based tasks)
A demonstration will require:
Performing a skill or task that is asked of you
Undertaking a simulation exercise
Observation is on-the-job (work based tasks)
The observation will usually require:
Performing a work based skill or task
Interaction with colleagues and/or customers
Your Trainer/Assessor will inform you of the task they would like you to complete. The task will cover one
of the unit’s elements.
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 13
The task will take place in the training environment, depending on the task to be undertaken. Your
Trainer/Assessor will ensure you are provided with the correct equipment and/or materials to complete the
task. They will also inform you of how long you have to complete the task.
You should be able to demonstrate you can:
 Analyse and interpret information about the organisation’s internal and external environment and
consult with stakeholders to identify requirements and opportunities for changes that support
organisational objectives
 Prioritise opportunities for changes with input from managers
 Develop a change management project plan for the priority changes incorporating resource
requirements, risk management and timelines
 Develop strategies to communicate or educate the changes and embed them
 Obtain approvals and agree reporting protocols with relevant managers and implement the plan
including addressing barriers to change
 Review and evaluate the change management project plan and modify as needed to achieve
objectives
You should also demonstrate the following skills:
Reading
Writing
Numeracy
Get the work done
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 14
Assessment criteria
In this workbook, you will find the foundation of what is required to become competent in this unit. Included
in this document are the elements for the unit, foundation skills, assessment requirements as well as an
record assessment tool. As well as all of the areas covered here, each student must also complete all
workbook tasks, skills and knowledge tasks, and major activities, and case studies where stated, to become
competent within this unit.
NOTE – Re-assessment:
Students will have a maximum of three (3) reassessment attempts if competency is not achieved in the first
instance.
The final grade of ‘C’ for Competent or ‘NC’ for Not Competent is only given at the completion of the
unit of competency when all components or parts of the assessment are graded as ‘S’ for Satisfactory.
Unsatisfactory results are marked as NS.
Assessment Conditions:
Assessment must be conducted in a safe environment where evidence gathered demonstrates consistent
performance of typical activities experienced in the management and leadership field of work and include
access to:
 Appropriate documentation and resources normally used in the workplace
 Strategic, business and operational plans
 Business information and data
 Case studies and, where possible, real situations
 Interaction with others.
If activities have been completed as part of a small group or in pairs, details of the learners involved
should be provided below:
This Task workbook has been completed by the following persons and we acknowledge that it was a fair
team effort where everyone contributed equally to the work completed. We declare that no part of this
assessment has been copied from another person’s work with the exception of where we have listed or
referenced documents or work and that no part of this assessment has been written for us by another person.
Learner 1: ____________________________________________________________
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 15
Signed: ____________________________________________________________
Learner 2: ____________________________________________________________
Signed: ____________________________________________________________
Learner 3: ____________________________________________________________
Signed: ____________________________________________________________
Recognition of prior learning
Candidates will be able to have their previous experience or expertise recognised on request.
RPL Assessment requirements
Assessment can either be:
 Direct observation
 Product-based methods e.g. reports, role plays, work samples
 Portfolios – annotated and validated
 Questioning
 Third party evidence.
If submitting third party evidence, the Third Party Observation/Demonstration document must be completed
by the agreed third party.
Third parties can be:
 Supervisors
 Trainers
 Team members
 Clients
 Consumers/customers.
The third party observation must be submitted to your trainer/assessor, as directed.
The third party observation is to be used by the assessor to assist them in determining competency.
The assessment activities in this workbook assess aspects of all the elements, performance criteria, skills and
knowledge and performance requirements of the unit of competency.
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 16
To demonstrate competence in this unit you must undertake all activities in this workbook and have them
deemed satisfactory by the assessor. If you do not answer some questions or perform certain tasks, and
therefore you are deemed to be Not Yet Competent, your Trainer/Assessor may ask you supplementary
questions to determine your competence. Once you have demonstrated the required level of performance,
you will be deemed competent in this unit.
Should you still be deemed Not Yet Competent, you will have the opportunity to resubmit your assessments
or appeal the result.
As part of the assessment process, all learners must abide by any relevant assessment policies as provided
during induction.
If you feel you are not yet ready to be assessed or that this assessment is unfair, please contact your assessor
to discuss your options. You have the right to formally appeal any outcome and, if you wish to do so, discuss
this with your trainer/assessor.
Throughout this unit, you will be expected to show your competency of the elements through tasks. Your
Trainer/Assessor will have a list of tasks found in this workbook that you must complete.
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

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ASSESSMENT COVER SHEET
Students: Please fill out this cover sheet clearly and accurately. Make sure you have kept a copy of your work.
Student Name:
Student ID:
Unit Code: BSBINN601
Unit Name: Lead and manage organisational change
Assessment Task: 1 Workbook Activity 1A-3G
Result:  Satisfactory  Not satisfactory
Reassessment needed:  Yes  No
Student Declaration :
I __________________________________________________________ declare that these tasks are my own work.
þ None of this work has been completed by any other person.
þ I have not cheated or plagiarised the work or colluded with any other student/s.
þ I have correctly referenced all resources and reference texts throughout these assessment tasks.
þ I understand that if I am found to be in breach of policy, disciplinary action may be taken against me.
Date of submission: _26/8/18__________
ASSESSOR FEEDBACK
Assessors: Please return this cover sheet to the student with assessment results and feedback. A copy must be supplied to
the office and kept in the student’s file with the evidence.
Feedback to student:
…………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 18
……………
Student signature: ____________________________________________ Date: ______________________
Assessor’s Signature: __________________________________________ Date: ______________________
This page is left blank intentionally
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 19
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 20
Activity 1A
Estimated
Time
10 Minutes
Objective To provide you with an opportunity to identify strategic change needs through an
analysis of organisational objectives.
1. Explain the reasons whyit is important to analyse an organisation’s objectives when identifying
change requirements or opportunities?
Answer: -
Cameron, E. and Green, M., 2015. Making sense of change management: A complete guide to the
models, tools and techniques of organizational change. Kogan Page Publishers.
Goals and Objectives are very crucial to strategic planning due to the fact they turn the mission and
vision and prescient into particular measurable objectives. Goals and objectives are concrete and help
translate the project and vision assertion into detail. Goals are the ends closer to which a program or
hassle answer is directed. Objectives are extra distinct than goals and explain how dreams can be
completed; objectives element the activities that should be completed to attain the aim (Cameron and
Green, 2015). It can be said that obtaining the information regarding the company’s objective will help
in determining the changes which are required and are in the line of existing objective of the company.
2. Identify three examples of the types of strategic change that may be required as a result of an
analysis of organisational objectives.
Answer: -
Most groups ought to alternate as part of maintaining up with the competition or adjusting to new market
traits or technology. Things such as mergers, restructuring, technological advancements, system
enhancements, converting consumer demands and new product traces are pretty common in cutting-edge
business environments. If you recollect, motives for trade can be attributed to an agency's outside
surroundings as well as their internal environment. This lesson will awareness especially on those
adjustments that arise in a company's internal surroundings, which include structural, strategic, people
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 21
and process changes. The three examples of the types of strategic change which may happen which
result of analysing the organizations objective:
1. Changes in the approach of business from risk to high risk profile investment
2. Changes in human resource employment within the firm in accordance to the objective and
3. Changes in operations of the firm in accordance to the objectives of the firm
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 22
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 23
Activity 1B
Estimated
Time
10 Minutes
Objective To provide you with an opportunity to review existing policies and practices against
strategic objectives to identify where changes are required.
1. Explain the importance of reviewing existing policies and practices against strategic objectives?
2. Imagine that an organisation has a new strategic objective concerning the introduction of new
technology throughout the business which will affect all employees. Explain the different types of
policies and practices that may need to be reviewed in the light of this new objective?
Hayes, J., 2018. The theory and practice of change management.
There is always a need to revise the existing policies and the plans which the company or an
organisation has been practising. A revision often makes every rule and point clear for every
employees and thus it helps in the better understanding of all the strategies. By reviewing the
existing strategies and goals of a firm, one can also point out the difficult zones or rather more
specifically speaking, the areas or a programme which is not suiting the company and can alter or
remove that particular programme.
Suppose a new business plan or a new technology has been introduced, it becomes very necessary
to plan a programme to introduce it. A policy cannot be suddenly been made to work into action,
there are things which have to be pre planned. The first policy is that, before introducing any
technology the employees should be given a thorough knowledge and they should be made
accustomed to the new environment (Hayes, 2018). The company and the experts must also keep
this in mind whether can company can survive with the new technology, the infrastructure, the
resources and the capital must be looked into. At times a company experiences loss while adapting a
new technology because it overlooks the various strategies and policies that it has to keep in mind.
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 24
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 25
Activity 1C
Estimated
Time
20 Minutes
Objective To provide you with an opportunity to monitor the external environment to identify
events or trends that impact on the achievement of organisational objectives.
1. Identify six different examples of external trends or events that may impact the achievement of an
organisation’s objectives.
There are various types of external trends which influences the adaption of an organisation’s
objective. At times there comes up certain external factors which influences the company like the
political agendas. A company may face issues regarding production or advertisement if there are
some negative political impact. At times there are certain legal issues to regarding the salaries of the
employees or the certification of the company which often influences the organisation’s objectives.
Another external change can be if the partner of a business firm fails to provide cooperation and that
cooperation can be in any regard. Unity is also an important factor.
2. Using the PESTLE analysis tool, identify three current factors in each category which affect (or
may potentially affect) your chosen industry sector.
Current factors
Political Certain Political factors influence an organisation like the organisation of
bureaucracy of a particular state or country or the presence of monopoly
policy of a country can affect the business. A firm may not be able to cope up
with political situations and the objectives can fail.
Economic Economic factors affecting business are the various policies of a state,
especially the monetary policy of a state or a country in general. The various
economic crisis or bank crisis can highly influence a business firm.
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Sociological Sociological factors which affect business are the buying power of customers
and the demand for a particular item which varies from time to time and place
to place. If there is a woollen industry in tropical region, it will not thrive well
because demand is low, people do not need; instead if there is a cotton industry,
profit shall be more.
Technological Technological factors include the introduction of various machineries and
access of a firm to those machineries or development. A technological factor is
a very crucial part.
Legal Legal factors include the various types of tax policy in a country and overseas
tax policies also.
Environmental Environmental and sustainability factors influence a company to a great extent
by determining whether a firm can sustain in an area and run business out there.
Extremity of climate does not suit a business.
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
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P a g e | 27
Activity 1D
Estimated
Time
20 Minutes
Objective To provide you with an opportunity to identify major operational change
requirements due to performance gaps, business opportunities or threats, or
management decisions.
1. Identify 3 examples of each of the following factors which may result in change in an organisation:
Hornstein, H.A., 2015. The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2), pp.291-298.
Factor Answers may include:
Performance gaps
Performance gap is a negative aspect of the development of a
company. A Uniformity of performance is highly recommended
by experts to run a business.
Business opportunities
A business opportunity should be made equal, so that there is a
healthy competition among firms for the betterment of society
and also so that there is no negative clash among various firms.
There should be rather an equality (Hornstein, 2015).
Business threats
Business threats are the most common parts which affect a
business as it can put the company to a state of fear. A threat
usually makes the worker’s potential low as for the time being
there can be fear. The threats also if discovered to be true can
have a very negative impact upon workers.
Management decisions
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Managerial decisions affect a company. There should always be
a justified decision among the members of the team and they
should always judge from various angles before taking a
requisite decision. A proper unbiased decision and nature of a
managerial team is very necessary for the smooth running of
business.
2. 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. Explain changes that might arise from this
set of circumstances?
If a competitor gets the hint of the weakness of his competitor, a serious advantage can be taken.
The competitor in this case can target those left out customers whose work is not delivered on time
and this can lead to a downfall of the previous graphic designing company as there was low
customer satisfaction and loyalty in the target achieving area. The previous graphic designing
company may start to achieve loss and negative business impact from customers.
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 29
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 30
Activity 1E
Estimated
Time
1 Hour
Objective To provide you with an opportunity to review and prioritise change requirements or
opportunities with relevant managers; and to consult stakeholders, specialists and
experts to assist in the identification of major change requirements and
opportunities.
1. Explain the importanceof reviewing and prioritising change requirements or opportunities with
relevant managers and specialists?
Answer: -
There happens an urgent need of prioritising the changes which a company should take. All changes
cannot be adapted, a company should know what is required and what has to be eliminated. For
understanding and making such changes expert advisors should be present who knows the tricks and
techniques to understand the nature of a firm and what changes should affirm take.
A meeting with the managers of a company who has proposed new changes for reduction of waste
of readymade sandwiches must be asked certain question about why the company has introduced
such changes and the aftermath of such changes. They should also be enquired as to what amount of
profit and satisfaction has been acquired.
While discussion with a contractor about the opportunities for a change, things which must be dealt
with; are the profit areas as how much profit the company will acquire, the process for execution of
strategies. The contractor should also be enquired of about the possible chances of loss and how can
there be sustainability in such cases. The agendas and solution must be noted down for a better
understanding.
2. Group and case study discussion:
a) In groups of three/four, you should consult with the group:
Meet with a group of managers about proposed new changes in manufacturing processes to
improve productivity and reduce waste for the supply of ready-made sandwiches. Draw up an
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Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
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P a g e | 31
agenda for a meeting with this group and consult them about the proposed changes and their
priorities.
b) Case study exercise – to be carried out in pairs:
Brief a contractor (classmate) to support you in identifying opportunities for a major change in
an organisation/example organisation. Develop the relevant key points that should be included
in this conversation?
A meeting with the managers of a company who has proposed new changes for reduction of waste
of readymade sandwiches must be asked certain question about why the company has introduced
such changes and the aftermath of such changes. They should also be enquired as to what amount of
profit and satisfaction has been acquired.
While discussion with a contractor about the opportunities for a change, things which must be dealt
with; are the profit areas as how much profit the company will acquire, the process for execution of
strategies. The contractor should also be enquired of about the possible chances of loss and how can
there be sustainability in such cases. The agendas and solution must be noted down for a better
understanding.
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
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P a g e | 32
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 33
Activity 2A
Estimated
Time
15 Minutes
Objective To provide you with an opportunity to undertake cost-benefit analysis for high
priority change requirements and opportunities.
1. Explain the importance of undertaking a cost-benefit analysis for high priority change
requirements and opportunities?
2. Imagine the graphic design company has decided to invest $50,000 in new equipment, staff training
and consultancy support to streamline its work flow. Identify the potential tangible and intangible
benefits to be achieved from this new investment?
Harding, S., 2017. MBA management models. Routledge.
A cost benefit analysis is required extensively for securing budget goals, for prioritizing investments
as well as for preparing and initiating useful sales promotions and thus it can make the business
develop faster. This analysis also helps the better understanding of the economic impacts. This
analysis is also helpful for a firm to choose which technology or inventions a firm can choose
keeping in mind the availability of resources and the rate of sustainability.
The tangible benefits of the company will be procurement of new equipment and tolls
The intangibles benefits will be procurement of better operating systems and effect work force
environment (Harding, 2017).
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 34
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 35
Activity 2B
Estimated
Time
20 Minutes
Objective To provide you with an opportunity to undertake risk analysis and apply problem
solving and innovation skills to identify barriers to change and agree and record
mitigation strategies.
1. Explain the purpose of a risk analysis when developing a change management strategy?
2. Imagine that the graphic design company is introducing new technology and working practices.
Identify the barriers that might be encountered?
3. Describe the mitigation strategies that could be implemented to avoid the barriers identified in the
previous question?
A risk analysis is a very essential requirement of a company which includes the process of analysing
and identifying all types of risk which a company can face. A risk analysis is useful to protect a
company from all types of downfall and for the long running of a company. A risk analyst is
employed to take care of business modules and strategies and to point out what risks the firm shall
have to deal with if that particular strategy is introduced.
Various barriers are present when a new technology is introduced and the most important is the
problem of rate of absorption and disruption. If the employees are not trained properly they may not
be able to get themselves accustomed to the technology. Another barrier is the overlooking of the
resources, a company must be aware of the resources it has or else the lack of resources can become
a major barrier.
Mitigation strategies that could be implemented are proper training of employees beforehand. An
expert committee should be analysing the amount of resources and to what extent can the resources
be used. The employees should be made clear that work hours scan be flexible and it needs to be
flexible to take care of the disruption issue. The current technology must be reviewed to find it
suitable for change.
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
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P a g e | 36
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 37
Activity 2C
Estimated
Time
10 Minutes
Objective To provide you with an opportunity to develop change management project plan.
1. Explain the importanceof developing a change management project plan?
2. Identify the key information that should be included in the change management project plan?
A change management project is necessary to standardize a technology. A change or an alteration is
the best possible way to make the organization work efficiently. A variety of cultural and managerial
changes are required for betterment of a company. In this way the innovation and ideas can be
enhanced when there are interactions between employees as well as it creates engagement every time
and thus makes the team members much more efficient in matters of time bounding and change
management also encourages the employees to improve themselves. This technology also helps in
reducing costs.
The most crucial areas that should be looked into during a change management process is the risk
analysis and to discuss what future risks the company can face. The importance of a proper unbiased
communication becomes a very important strategy for change management, without communication
plans and programmes go in vain. The matter of budgeting risks, managing dependencies and
monitoring resistance must be looked into. The acclamation and crediting of the team and employees
forms a crucial part as encouragement boosts self-esteem and creates mood for a better working
environment. Out of all these the most important part is the identification of what will be changed. A
random change or alteration is useless, instead if a required change is made it will be cost effective
and profit maximising.
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
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P a g e | 38
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 39
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 40
Activity 2D
Estimated
Time
1 Hour
Objective To provide you with an opportunity to obtain approvals from relevant authorities to
confirm the change management process.
1. Explain the importance of gaining approval from relevant authorities for change management
processes?
2. In this task;
In pairs, complete the following:
You are applying for access to a bank loan for a business. You are seeking their approval for a
change programme in which you are requesting a $5,000 investment in developing new procedures
and staff training.
Include the following points in your consultation with a class mate:
 Researchthe banks criteria for awarding the loan Research the bankfor examples of the types of projects for loans that they have invested in
before, and the types of projects which they will support in the future Develop a proposal that satisfies the banks criteria and benefits the business, staff and customers Identify ways of communicating management strategy and project plan with the bank. Identify the benefits of your change programme Identify any conditions the bank might impose on the funding and research ways of
incorporating these conditions into the change management.
Doppelt, B., 2017. Leading change toward sustainability: A change-management guide for business,
government and civil society. Routledge.
The importance of gaining approval from higher authorities for any change in management task is very
important, as because the higher authorities needs to check whether the idea or the task is correct to applied for
the company or not. The employees on the higher post needs to check whether the idea/task will support the
market strategies or not, in addition the funds need to spend in the idea is subsequent or not. The higher
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
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P a g e | 41
authorities need to verify very part to the aspect, to judge whether the following activity will bring profit or
loss in an organisation.
I am applying for business loan in a bank of $5000. The bank criteria for approval of loan are showing bank
the proper procedures and staff training program papers and explaining them task about the program.
Secondly, bank wants to know what company does for profit, what are their business strategies, how much
money they have invested in market and following the normal protocol of papers work. In my following
research of bank, it was noticed that bank have successfully passed to loan for such kind of development task
of companies but they have issued loan only for them who have large capital on market, small companies do
not get approval. In future also, the bank will readily approve the business loan for development purposes. The
proposal that satisfies the bank criteria are the loan amount will be of $5000, it will be used for developing new
procedures and staff training programme. Training staff and Appling new procedures will increase company
profit. The ways of communication with the bank are might be emails, face-to-face meetings, understanding
programme via web-cam etc (Doppelt, 2017).
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Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
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P a g e | 42
Activity 2E
Estimated
Time
25 Minutes
Objective To provide you with an opportunity to assign resources to the project and agree
reporting protocols with relevant managers.
1. Identify the types of resources that you might allocate to a project?
2. Identify a current, small-scale work (or non-work-related) project that couldtake place in an
organisation. Identify the resources that would be required to successfully implement this project.
3. For the project above, identify who needs to be updated as to the progress of the project, how this is
done and how frequently.
The types of resources that might require to a project are
 Labour- Labour is vital resources to any project even though machines have come a lot interfering
the human labour but human Labour is very important to any project. Labour cannot be equal
meaning a wall painter cannot do the job of plumber, even if he does the work would not be 100%
efficient and no job satisfaction.
 Materials and supplies – In any project materials are very crucial aspect, they should be of good
quality and highly reliable. Supplies of goods are another major part of the resource of the project,
if the supplies is minimum and the demand is high the prices will automatically raise high and
result in overall budget increment.
 Tools and equipment- Tools and equipment are those part of the materials which do take part in
the building process but it do not fit itself in the process, the parts like screw drivers, etc. These are
like one time investment to a company and repairing and using are done in the future.
A small-scale work project would be like creating software for the original project, or creating database for
the whole project including all costs and the investment should be done. The non-work related project will
be taking care to health of the workers giving them enough time to rest, sleep, and eat. Gathering men for
the site and checking whether they physically and mentally fit the job or not. The recourses that should
require for the successfully implementing this project are labour/workers , financial costs, materials and
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
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P a g e | 43
supplies, etc.
For the project above, the progress of the project, can the determined as the status to the project meaning at
which state the project is. This can be determined from reviewing the work of the project and then finding
the status of the project. The progress should be done updated according to the size the project, in most
cases the progress report is updated in a week.
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
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P a g e | 44
Activity 3A
Estimated
Time
40 Minutes
Objective To provide you with an opportunity to develop 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.
1. Develop a communication plan for an organisation, or an example organisation, as part of
implementing change strategy and consult with two other members of your group, as acting
stakeholders.
Communication plan for an organisation for implementing change strategy must be something face-to-face
so they can communicate properly not only with verbally but also non-verbally. The stakeholders should
discuss about how can company make profit from the particular plan, also the consequences to implementing
the plan on the company. The change of the plan should the done only if the company will make profit from
it.
After a year-long project to completely redesign an organisation’s manufacturing procedures, there was a launch
event for 300 staff and managers to announce the new procedures and explain how they would be implemented. The
Managing Director opened the event. He stood centre-stage looking down and shuffling his feet. In the most
disinterested tone of voice, he said ‘Good morning, I’m Nigel De Souza and I’m really delighted to be here’. His
body language conveyed the exact opposite to his words. The audience believed the body language and left the
briefing deflated and unconvinced that the new procedures would work. The MD’s lack of commitment and
enthusiasm was evident. Why would anyone else get excited if the guy at the top couldn’t care less?
2. Read the above scenario on change and what were the benefits of this change?
The confidence of managing director on the stage was lacking, and the body language put negative sign
on the 300 staff and managers. The above scenario given shows that as the MD’s lack of motivation
towards crowd leads to non-profitable session As the people the session where not interested to buy or
invest in new product of the company the certain idea of the redesigning the organisation’s
manufacturing procedures was complete fail.
3. Thinking of the change in the above scenario,Identify the types of loss thatcould be experienced by
people affected by or involved in the change? Explain how this could be considered in the
communication process?
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Thinking of the change the company will experience a massive loss because of the redesigning the
organisation’s manufacturing procedure, as being MD’s of the company he will make the change but the
corresponding staff and managers will not respond in a nice way . Loss can be affect by the
manufacturing unit itself. Just the communication itself pays so important part in a company; this whole
world is based upon communication. If the communication skill at the point of describing new product
was nice then the results may had vary.
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
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P a g e | 46
Activity 3B
Estimated
Time
20 Minutes
Objective To provide you with an opportunity to arrange and manage activities to deliver the
communication or education plans to relevant groups and individuals.
1. Imagine that you are planning a series of briefing sessions to brief staff about a forthcoming office
move. Identify the point that should be part of your briefing cover?
2. Describe the practical arrangements you need to consider when arranging and managing
communication/training activities?
Briefing the staff about a forthcoming office move will require first of all good communication skill so that I
don’t hesitate while speaking in front of crowd i should be covering how we can arrange the crowd in the site ,
what could be the arrangement for the crowd and most importantly what we should discuss in the forthcoming
office move. I will also discuss the benefits out it from the event we will organise and how it can help the
organisation to make more profit.
Practical arrangements that needs to be done while arranging and managing communication/training
activities are taking care of the rooms are clean and maintain proper hygiene. In addition, there should also be
arrangement of food and water (food be subjective to the type of event is held according to the budget). The
staff members should not face any problem due to practical arrangements.
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 47
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 48
Activity 3C
Estimated
Time
40 Minutes
Objective To provide you with an opportunity to consult with relevant groups and individuals
for input into the change process.
1. 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).
Explain how you would select members of the consultation group/s?
Explain when, where and how will the consultation/s take place?
Identify the key questions that will be asked as part of the consultation process?
Describe the use of the results/output from the consultation process?
The members will be select as per their qualities or the share the provide in the organization to build it.
The event will held on this date at the native place and only the selected ones will be allowed in that event.
The key question will be like what is the need of this change, how the organisation can grow, increase its profit
from it, how it will help our staff and employees they the following change.
The results of the consultation process will be like the staff would know about the new change in the company
and ready to use it.
2. In groups of three or four, discuss and document how the changes would affecttheorganisation.
The results of the consultation process will be like the staff would know about the new change in the company
and ready to use it. Staff Knowing the new equipment properly.
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 49
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 50
Activity 3D
Estimated
Time
15 Minutes
Objective To provide you with an opportunity to identify and respond to barriers to the change
according to risk management plans.
Imagine that you are managing the project which you considered in Activity 3C. Identify the types of
barriers that you might encounter and discuss ways in which youmight respond to them?
The barriers which I may encounter in the activity 3C are follows below-
 Not being able to adopt the changes in hardware or software equipments in the organisation.
 Staff being more comfortable with the old models (but the new ones are for their profit itself).
 Not being able to understand the new machineries.
 The company do not have more physical space in company premises for hardware changes.
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 51
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 52
Activity 3E
Estimated
Time
20 Minutes
Objective To provide you with an opportunity to action interventions and activities set out in
project plan according to project timetable.
Choose three of the following possible interventions and actions which may occur on a project plan.
Thinking of the context of an organisation, describe how you would ensure the correct/appropriate
implementation of these actions:
 Action research: In course of developing a opportunity and operation which can seize the same
organization will have to conduct action research of what is to be done in the future
 Team building: In order grab and create opportunity the organization needs to build efficient team for
team operations in the future.
 Transition analysis: Transition analysis is also important intervention needed for analysis transitional
changes in the company and there effects of the operations of the firm.
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 53
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
v – Mar ‘18

P a g e | 54
Activity 3F
Estimated
Time
20 Minutes
Objective To provide you with an opportunity to activate strategies for embedding the change.
1. Explainwhy it isimportant to activate strategies for embedding the change?
2. 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. Identify the
strategies that you might use to embed the change?
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper
Saddle River, NJ: pearson.
It is very important to activate strategies for embedding the change. For any change for an organisation a
particular strategy is required, without having strategy the company could go bankrupt. Embedding the
change will require change to every employee which mean the company rules will also be changed.
It can be said that I would properly keep the changes in order to create effective transition within the firm to
make things in a transitional forms. This will help the employee to adapt to the changes and provide
developmental changes in the change management project of the company (Goetsch and Davis, 2014).
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Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
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Activity 3G
Estimated
Time
40 Minutes
Objective To provide you with an opportunity to conduct regular evaluation and review and
modify project plan where appropriate to achieve change program objectives.
1. Explain the importance of evaluating and reviewing progress during a change management
programme?
2. Identify the methods that can be used to evaluate and review progress of a change programme?
3. Following on from Activity 3F part 2 , in a group of three, evaluate the Imagined change programme
that has been implemented for a series of complex new procedures designed to reduce waste and
improve quality and efficiency. Identify the methods you would use to review progress towards
achieving your objectives.
Evaluating and reviewing the process is important as its helps the organization to identify errors which is
existing in the current process for future mitigation of such errors.
The company can create KPI based on which the process can be checked. Key performance indicators will
indicate the current viability of the project in the company as it is an efficient tools.
The process which can be used in the follow project will be Key Performance indicators which will help in
evaluating the current performance of the project and to what extent the changes has be implemented within
the change management program.
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Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
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Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
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Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
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ASSESSMENT COVER SHEET
Students: Please fill out this cover sheet clearly and accurately. Make sure you have kept a copy of your work.
Student Name:
Student ID:
Unit Code: BSBINN601
Unit Name: Lead and manage organisational change
Assessment Task: 2 Skills Activity
Result:  Satisfactory  Not satisfactory
Reassessment needed:  Yes  No
Student Declaration :
I __________________________________________________________ declare that these tasks are my own work.
þ None of this work has been completed by any other person.
þ I have not cheated or plagiarised the work or colluded with any other student/s.
þ I have correctly referenced all resources and reference texts throughout these assessment tasks.
þ I understand that if I am found to be in breach of policy, disciplinary action may be taken against me.
Date of submission: __28/8/18________
ASSESSOR FEEDBACK
Assessors: Please return this cover sheet to the student with assessment results and feedback. A copy must be supplied to
the office and kept in the student’s file with the evidence.
Feedback to student:
…………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………
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……………
Student signature: ____________________________________________ Date: ______________________
Assessor’s Signature: __________________________________________ Date: ______________________
This page is left blank intentionally
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Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
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Section A: Skills Activity
Objective: To provide you with an opportunity to show you have the required skills for this unit.
This activity will enable you to demonstrate the following skills:
Reading
 Interprets detailed information that may deal with complex ideas related to issues both within and
outside the workplace context
Writing
 Uses clear and precise language to develop information about objectives, requirements, activities
and recommendations
 Develops complex plans and strategies in appropriate format for the audience and purpose
Oral Communication
 Discusses and seeks information using appropriate structure and language for the particular audience
 Uses questioning and active listening to clarify or confirm understanding
Numeracy
 Interprets, analyses and presents numeric/financial information in complex documents
Navigate the world of work
 Takes a lead role in the development of organisational strategic goals and associated roles and
responsibilities
Interact with others
 Uses a variety of communication tools and strategies to build and maintain effective working
relationships
 Uses inclusive and collaborative techniques to seek feedback, negotiate and consult with a range of
stakeholders
Get the work done
 Plans, organises and implements activities required to achieve strategic priorities and outcomes,
including consulting with others and sequencing events to minimise uncertainty for staff
 Uses problem-solving skills to identify and analyse issues or barriers, and develop responses
 Develops new and innovative ideas through exploration and lateral thinking.
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Answer the activity in as much detail as possible, considering organisational requirements.
Create a draft for a change development plan you can usethe MOST analysis attached if you choose.
You must research an organisations objective and its relevant existing policy to identify any barriers
to change in the organisation and any operational shortfalls.
You must then document any barriers to changeand any operational shortfallsthat you have
discovered while conducting your research.
In a meeting with your class mates discuss anddocument their opinion on barriers to change and
operational shortfalls in the organisation.
The end result of this undertakingis to send a memo about thedraft plan with sufficient explanation to
the senior management team (Assessor).
Van den Berg, G. and Pietersma, P., 2015. Key management models: the 75+ models every
manager needs to know. FT Press.
MOST analysis
To conduct internal environmental analysis, you can rely on MOST. This tool ensures that
your project is well-aligned to the 4 attributes. The 4 factors assessed in MOST are:
Mission:
Determining where your
business intends to go
The mission of the organization is provide high quality customer service
through effective workforce environment which render reliable and effective
services of the company helping the firm to meet the customer service levels.
The core mission of the firm is to achieve competency level under which the
company is able to provide high quality customer and meet there satisfaction
levels increasing the brand image of the company.
Objectives:
Deciding what goals will
help attain the mission
The objectives of the company are as follows:
1. To increase the operational efficiency of the firm
2. To render high quality service to the firm
3. To meet the consumer demands of the company’s service
4. To satisfy the demands of the consumer in the market
Strategies:
Planning options to help
The company will plan to provide training to the staffs that will ultimately
increase the efficiency of the employees to render high quality services. It can
be said that the company has planned to increase the quality of work provided
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move forward
by the workforce through effective training and development process. It can be
said that through the use of efficient training programs the employees will be
made accustomed to styles in which they have to operate in and the new
approach which the company has taken in order to better the services of the
firm towards their customers (Van den Berg and Pietersma, 2015).
Tactics:
Planning how the
strategies will be
implemented
The strategies will be implemented through establishing effective training
programs and introducing every employees to the training program and making
it compulsory that every employee goes through this training programs in order
make sure that every employee is training to provide better services to the
customers.
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Minutes of the meeting
Date 15/09/2018
Venue: Company business Hall
Observer Members of organization
Name
Purpose: To create plans for increasing the operational efficiency of the workforce to increase
quality or work and meeting the demands of the customers.
Agenda items and discussions Action items/resolutions
Increasing Quality of work the company wants increase the quality of products fpor the purpose of
which following action plans will be undertaken by the company:
1. To identify the shortcomings in the service
2. To identify the customer demands
3. To find the gaps between the current service and customer
demand
4. To find strategies for filling existing gaps
5. Implementing the strategy for the operation
6. Getting feedbacks for monitoring purpose
7. Correcting the possible error.
Following the above action plan will help the organization to
effectively operate change in their operations and workforce
environment. It can be sad that through the use of effective action plan
like above the company can adapt to change which will be productive
for the firm in the near future.
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Agenda items and discussions Action items/resolutions
Training employees for increasing
work force efficiency
In order to train employees the following action plan will be taken:
1. Identifying the workforce efficiency needed
2. To know the gap between existing workforce efficiency and
requirement
3. Building the training based on the gaps in the current scenario
4. Training given to the employees on how to fill the gaps and meet
consumer satisfaction
5. Monitoring the process
6. Correcting possible error identified from monitoring
Signature
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MEMO
To: Senior management Team
From: Analyst
Date: 12/09/2018
Subject: To meet the increasing demand of quality service
It can be said that consumer in the market know demand higher quality service which the company provides. Hence, the
organization has decided to proceed which changes in the current operational and workforce environment to meet the
current and future demands of the consumer which will benefit the company. It can be said that through the use
efficient training process the company will be able train the workforce the approach which they will have to take in
order to meet consumer demands and increasing quality of service rendered by the company.
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
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Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
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Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
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Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
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ASSESSMENT COVER SHEET
Students: Please fill out this cover sheet clearly and accurately. Make sure you have kept a copy of your work.
Student Name:
Student ID:
Unit Code: BSBINN601
Unit Name: Lead and manage organisational change
Assessment Task: 3 Knowledge Activity (Q & A)
Result:  Satisfactory  Not satisfactory
Reassessment needed:  Yes  No
Student Declaration :
I __________________________________________________________ declare that these tasks are my own work.
þ None of this work has been completed by any other person.
þ I have not cheated or plagiarised the work or colluded with any other student/s.
þ I have correctly referenced all resources and reference texts throughout these assessment tasks.
þ I understand that if I am found to be in breach of policy, disciplinary action may be taken against me.
Date of submission: 28/8/18___________
ASSESSOR FEEDBACK
Assessors: Please return this cover sheet to the student with assessment results and feedback. A copy must be supplied to
the office and kept in the student’s file with the evidence.
Feedback to student:
…………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
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……………
Student signature: ____________________________________________ Date: ______________________
Assessor’s Signature: __________________________________________ Date: ______________________
This page is left blank intentionally
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
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Section B: Knowledge Activity (Q & A)
Objective: To provide you with an opportunity to show you have the required knowledge for this unit.
The answers to the following questions will enable you to demonstrate your knowledge of:
 Explain the change management process or cycle and strategies for communicating and embedding
change
 Explain how organisational behaviour and the external environment can impact on change strategies
 Describe the components of a change management project plan
 List potential barriers to change and explain possible strategies to address barriers.
Answer each question in as much detail as possible, considering your organisational requirements for
each one.
All answers will vary depending on the learner and the organisation they work for, but the learner should be
able to answer each question competently.
1. Identifyand describe the two main types of change.
The two main types of changes which can seen in the following change management project are as
follows:
1. Increase in workforce efficiency of the company
2. Increase in quality of products and service rendered by the company
2. Explain what communication plan or strategy need to consider?
The communication strategy which is to be considered in the strategy is di8rect communication with
employees, proper communication with employees and documented communication with the hierarchy.
The reports for monitored process will be analyzed and checked before getting reported to the hierarchy.
3. Identify the 7 items that an organisation can be affected by in the external environment.
The seven items which can affect the organization and relate to the external environment are political
factors, economical factors, social factors, Technological factors, environmental factors and Legal
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factors. These can affect the operational activities of the firm significantly.
4. Identify 5 core details that should be included in a project plan document.
The 5 core elements required for a project plan document are demand of the stakeholders, objectives of
the plan, key deliverables, budget and communication plan. It can be said that having all these key
elements comprises of a proper project plan document.
5. Identify the 4 key steps managers can take to respond to barriers to change.
The key steps which manger should take in respond to barrier are as follows:
1. Identification of barriers
2. Identification of possible solutions
3. Creation of plan for the solution
4. Implementation of the plan
5. Monitoring of the plan implemented
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Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
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Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
Hobart Campus: 232-242 Liverpool St, Hobart TAS 7000 | Phone: [phone]
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ASSESSMENT COVER SHEET
Students: Please fill out this cover sheet clearly and accurately. Make sure you have kept a copy of your work.
Student Name:
Student ID:
Unit Code: BSBINN601
Unit Name: Lead and manage organisational change
Assessment Task: 4 Performance Activity
Result:  Satisfactory  Not satisfactory
Reassessment needed:  Yes  No
Student Declaration :
I __________________________________________________________ declare that these tasks are my own work.
þ None of this work has been completed by any other person.
þ I have not cheated or plagiarised the work or colluded with any other student/s.
þ I have correctly referenced all resources and reference texts throughout these assessment tasks.
þ I understand that if I am found to be in breach of policy, disciplinary action may be taken against me.
Date of submission: _28/8/18_________
ASSESSOR FEEDBACK
Assessors: Please return this cover sheet to the student with assessment results and feedback. A copy must be supplied to
the office and kept in the student’s file with the evidence.
Feedback to student:
…………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
Melbourne Campus: 1101/343 Little Collins St, Melbourne VIC 3000 | Phone: [phone]
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……………
Student signature: ____________________________________________ Date: ______________________
Assessor’s Signature: __________________________________________ Date: ______________________
This page is left blank intentionally
Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
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Section C: Performance Activity
Objective: To provide you with an opportunity to demonstrate the required performance elements for
this unit.
This activity will enable you to demonstrate the followingperformanceevidence:
Evidence of the ability to:
 Analyse and interpret information about the organisation’s internal and external environment and
consult with stakeholders to identify requirements and opportunities for changes that support
organisational objectives
 Prioritise opportunities for changes with input from managers
 Develop a change management project plan for the priority changes incorporating resource
requirements, risk management, and timelines
 Develop strategies to communicate or educate the changes and embed them
 Obtain approvals and agree reporting protocols with relevant managers and implement the plan
including addressing barriers to change
 Review and evaluate the change management project plan and modify as needed to achieve
objectives.
Answer the activity in as much detail as possible, considering organisational requirements.
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Clinton Institute | RTO ID: 41597 CRICOS Provider Code: 03540C
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1. Develop a change management project plan.
You must:
 Analyse and interpret information from the example above of an Internal environment from
an Organization.
 By reviewing the above case it can be seen that current internal environment of the company is
performance based environment. The employees and managers are looking for effective ways in
which the can perform better increase the growth rate and earn effect bonus. This has made the
business more exposed to risks in the market.
 Consult with relevant stakeholders (classmates) in a meeting and document:
 Discussyour findings based on the information above.
 Consider resources, risk management, and timelines and their impact on change
management.
 Discuss and develop strategies to communicate the change management plan.
 Reach an agreement in the meeting and document your final strategies for
communication of the change management plan.
Lam, S.J., 2017. The Challenge of Leading Change: How Sources of Authority and Change
Management Models Intersect to Promote School Improvement.
The company will use a low risk strategy and will only invest in activities with lower risk profiles to gain
sustainable development in the future. The company will also report the same to all the departmental
manager to know the new policy of the company ensuring proper communication. After the strategy is
implemented, the documentation will be done to ensure proper reporting of the same (Lam, 2017).
 In a memo to your assessor review and evaluate the plan including timelines and resources
that would be required
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The finding gained is that the company wants to change its strategy to a low risk strategy to achieve long-
term sustainable growth. The company has high monetary fund’s and resources to support such strategy and
archive sustainable development. It can be said that through the risk management approach the company can
mitigate the exposure to risk that the current business has.
It is to be informed that the organization has decide for strategy change and will want to shift to new low
profile risk operation than previous high risk oriented operations. For this purpose, the company will only
invest in low risk investment options and operations in this way the risk will decreased over the firm. The
time line has been set in time that the following plan will explained and implemented for further benefit of
the firm.
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Minutes of the meeting
Date 10/9/2018
Venue: Business Meeting hall
Observer Higher management and staffs
Name
Purpose: Change in business stratergy
Agenda items and discussions Action items/resolutions
Change in strategy
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Agenda items and discussions Action items/resolutions
Low risk profile and Time Line
Signature
Time Line
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MEMO
To: Senior management
From: Analyst
Date: 10/9/2018
Subject: Change in business strategy
Dear sir,
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Supplementary Oral Questions (optional) – for assessor
The below table is for you to document any supplementary verbal questions you have asked the learner to
determine their competency. For example, if you are unsure of their answer to a question in the Learner
Workbook, you may choose to ask them a supplementary question to clarify their understanding of the
relevant criteria.
Learner’s name
Assessor’s name
Unit of Competence
(Code and Title)
Date of assessment
Question:
Learner answer:
Assessor judgement: Satisfactory Not Satisfactory
Question:
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Learner answer:
Assessor judgement: Satisfactory Not Satisfactory
Question:
Learner answer:
Assessor judgement: Satisfactory Not Satisfactory
Question:
Learner answer:
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Assessor judgement: Satisfactory Not Satisfactory
Question:
Learner answer:
Assessor judgement: Satisfactory Not Satisfactory
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