BSBMGT615 Contribute to Organisation Development Learner Workbook

This document provides the foundation of what is required to become competent in BSBMGT615 Contribute to Organisation Development. It includes elements for competency demonstration, foundation skills, assessment requirements, and assessment tool definition list.

BSBMGT615
Contribute to Organisation
Development
Learner Workbook
Student’s Name:
Trainer Syed Saqib Hussain Shah
Date: 23/12/2018
Teacher Remarks:

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Assessment criteria for BSBMGT615
Contribute to organisation development
In this document, you will find the foundation of what is required to become competent in this unit.
For further information on each element, you can refer to the Assessment Matrix. Included in this
document are the elements for the unit, foundation skills, assessment requirements as well as an
assessment tool definition list and the crucial observation and third party check lists. As well as all of
the areas covered here, each student must also complete all workbook activities, case studies and
major activities, where stated, to become competent within this unit.
NOTE – Re-assessment:
Students will have amaximum of two (2) reassessments 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.
Elements for Competency Demonstration
Elements for Competency Assessment:
1. Develop organisation development plan
2. Implement organisation development activities
3. Maintain organisation development program
Performance Evidence:
Evidence of the ability to:
 Analyse information and data about the organisation and develop an organisation
development plan including:
o agreed objectives
o change management and communications strategies
o identified roles
 Implement the development plan including:
o developing the team
o managing conflict
o solving problems
 Evaluate the development plan and make adjustments as appropriate
Foundation Skills:
Learning

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 Participates in team development and training activities to develop skills and
knowledge
Reading
 Evaluates and integrates facts and ideas while reviewing and interpreting
organisational development processes
Writing
 Evaluates and integrates facts and ideas while reviewing and interpreting
organisational development processes
Oral Communication
 Applies appropriate strategies to extract main ideas from oral texts across a range
of contexts in an effort to improve organisational development
Numeracy
 Selects and interprets a range of mathematical information to analyse performance,
determine objectives and calculate cost-benefits of organisational development
Interact with others
 Recognises the importance of taking audience, purpose and contextual factors into
account when making decisions about what to communicate, with whom, why and
how
 Recognises the importance of supportive interaction and building rapport in order
to establish positive and effective working relationships
 Collaborates with others to achieve joint outcomes, playing an active role in
encouraging innovation and facilitating effective group interaction, influencing
direction and taking a leadership role
 Manages conflict in the workplace through the recognition of contributing factors
and by implementing resolution strategies
Get the work done
 Develops flexible plans for complex, high impact activities with strategic
implications that involve multiple stakeholders with potentially competing demands
 Systematically gathers and analyses all relevant information and evaluates options
to make decisions about organisational development
 Considers whether others should be involved in decision making and, if so, uses
collaborative processes
 Uses analytical and lateral thinking to review current practices and develop new
ideas
 Actively identifies systems, devices and applications with potential to meet current
and or future needs with the help of specialists
Knowledge Evidence:
To complete the unit requirements safely and effectively, the individual must:
 Explain how to maximise participation in and support for organisation development
including strategies or techniques for:

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o change management
o consultation
o evaluating the process and outcomes
o generating ideas and options
o managing conflict and resolving problems
 Outline theories of organisational behaviour and dynamics relevant to planning and
implementing organisational development
 Explain the impact of legislation on organisational development and change
 List aspects of organisation culture that can affect organisation development and
explain how to address them in planning and implementation
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:
 Relevant legislation and regulation
 Workplace documentation and resources
 Case studies and, where possible, real situations
 Interaction with others
Assessors must satisfy NVR/AQTF assessor requirements.
Links:
Companion volumes available from the IBSA website: http://www.ibsa.org.au/companion_volumes -
http://www.ibsa.org.au/companion_volumes
Any observations and practical assessments must be recorded in the observation checklist. All
practical tasks should be demonstrated during the length of the course. As the instructor, you must
maintain a record demonstrating the date of the practical activities and any comments relevant to
the performance of each student. Where a student is not able to demonstrate competence in a
practical observation activity, further questioning should be put in its place.
As the instructor, you could be assessing the student’s literacy, numeracy and language skills, as well
as the content and context of his/her answers.
In some cases, you will have to adjust and amend the assessment tools, using different and varied
methods (such as oral assessment), to allow students to be assessed according to their needs and
abilities.

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Assessment Tool Definitions
Assessment Tool How is it used? What is it?
Learner Workbook Activities
(Entire completion is required)
Each student should be given a Learner Workbook which
will hold a number of activities, both formative and
summative, that all need to be completed in conjunction
with the appropriate sessions. The PowerPoint, Learner
Guide and instructor should provide further information to
help with the activities.
Observation/Demonstration
(To be completed for each numbered point as
stated on the checklist)
An observation should be completed for each of the
students by the instructor. If the tasks aren’t everyday
actions, a simulated environment is acceptable, or a
demonstration can be set up. An observation checklist can
be found at the end of this document.
Major Activity
(Entire completion is required)
A Major Activity is a summative assessment and can be
found in the Learner Workbook, after all of the activities
are completed. This is an extended piece of summative
assessment which should take anywhere between 1-2
hours and every student should complete this work. It is a
requirement for each unit to check knowledge and
understanding.
Skills and Knowledge Activity
(Entire completion is required)
A Skills and Knowledge Activity is a summative assessment
and is found before the Major Activity in the Learner
Workbook. This should take between 1-2 hours and every
student should complete this work. It is a requirement for
each unit to check knowledge and understanding of the
foundation skills and knowledge evidence.
Third Party
(To be completed for each numbered point as
stated on the checklist)
A Third Party checklist is very similar to an Observation
Checklist in its format, but it can be completed by someone
who works with the learner and has witnessed them
completing tasks which coincide with the elements of the
unit. The checklist can be found at the end of this
document.
Case Study
(Entire completion is required)
Not all units will have Case Studies but those that do will be
clearly stated within the PowerPoint and the Learner
Workbook. It will appear as any other activity, but it will be
named ‘Case Study’ and will provide an example of a
possible real life situation for the learner to read, interpret
and then answer questions on.
Learner Guide
(To be used as an informational guide)
The Learner Guide links with the Learner Workbook as it
provides the information given during sessions and more. It
can help students to further their knowledge and to also
complete the activities.
Evidence Document
(Not a necessity for completion of unit but can be
used as an aid or to collect further evidence)
The Evidence Document lists all of the Elements and
Performance Criteria with an area for written reports etc,
to add evidence to the student’s portfolio. It can be used
for any of the performance criteria, especially those which
may not have been covered by any other assessment tool.
The student can circle a number of the criteria that they
may feel they need further evidence of or it can be used as
a guide for completing further Observations and Third
Party reports.

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Observation/Demonstration
Throughout this unit, the learner will be expected to show their competency of the elements
through observations or demonstrations. The observations and demonstrations will be completed as
well as the formative and summative assessments found in the Learner Workbook. An explanation of
demonstrations and observations:
Demonstration is off-the-job
A demonstrationwill require:
 Performing a skill or task that is asked of you
 Undertakinga simulation exercise
Observation is on-the-job
The observation will usually require:
 Performing a work based skill or task
 Interaction with colleagues and/or customers
The observation/demonstration will take place either in the workplace or the training environment,
depending on the task to be undertaken and whether it is an observation or demonstration. Each
task must be observed. You will need to ensure you provide the learner with the correct equipment
and/or materials to complete the task. You will also need to inform the learner of the time they have
to complete the task; this will once again vary, depending on the task.
Learner should be able to demonstrate they can:
 Develop organisation development plan
 Implement organisation development activities
 Maintain organisation development program
Learners should also demonstrate the following skills:
 Learning
 Reading
 Writing
 Oral Communication
 Numeracy
 Interact with others
 Get the work done

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Observation/Demonstration Checklist
Candidate’s Name
Assessor or Observer’s Name Syed Saqib Hussain Shah
Unit of Competence
(Code and Title) BSBMGT615 Contribute to Organization Development
Date of Assessment 23/12/2018
Location 75 Gozzard Street, Gungahlin 2912 ACT, Australia.
Demonstration Tasks Completed
Materials and Equipment Provided
Tasks to be observed, demonstrated or simulated
if appropriate
Yes No Comment
1. Develop organisation development plan: Did
the learner demonstrate they could analyses
strategic plans to determine organisation
development needs and objectives?
2. Develop organisation development plan: Did
the learner demonstrate they could consult
with relevant groups and individuals to
profile the organization’s culture and
readiness for organizational development?
3. Develop organisation development plan: Did
the learner demonstrate they could
determine who will take key roles in the
organizational development process and
confirm their commitment?
4. Develop organisation development plan: Did
the learner demonstrate they couldcollect and
analyses data on areas of the business
experiencing problems or that need
realignment?
5. Develop organisation development plan: Did
the learner demonstrate they could
determine and agree on objectives and
strategies for organizational development?
6. Develop organisation development plan: Did
the learner demonstrate they could consider
change management techniques required to
achieve the workplace culture outcomes and
build them into the organisation development
plan?
7. Develop organisation development plan:Did
the learner demonstrate they could develop
communication/education plans to achieve
communication objectives in relation to the

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desired work environment and desired
approach to problem-solving and
developmental activities?
8. Implement organisation development
activities: Did the learner demonstrate they
could identify and implement consultative
processes to maximize participation in the
organisation development process?
9. Implement organisation development
activities: Did the learner demonstrate they
could undertake team development and
training activities to develop collaborative
approaches to problem-solving and
development?
10. Implement organisation development
activities: Did the learner demonstrate they
couldfacilitate groups to articulate problems
and to propose means for resolving the
problems?
11. Implement organisation development
activities: Did the learner demonstrate they
could manage conflict between individuals
and/or groups to achieve consensus or
agreement?
12. Implement organisation development
activities: Did the learner demonstrate they
couldundertake interventions in accordance
with the organisation development plan?
13. Implement organisation development
activities: Did the learner demonstrate they
could brainstorm alternative proposals and
negotiate and agree on outcomes?
14. Maintain organisation development
program: Did the learner demonstrate they
could undertake surveys to identify any loss of
support for organizational development
programs and activities?
15. Maintain organisation development
program: Did the learner demonstrate they
could maintain regular team meetings and
individual feedback in accordance with
communication plan?
16. Maintain organisation development
program: Did the learner demonstrate they
could set out activities and interventions in
the organisation development plan and
maintain, evaluate and modify them as
required?

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17. Maintain organisation development
program: Did the learner demonstrate they
could ensure senior management reinforces
organisation development program by
ongoing messages of support and appropriate
resource allocation?
18. Maintain organisation development
program: Did the learner demonstrate they
could evaluate organisation development
plans in terms of costs and benefits, including
opportunity costs?
The candidate’s
performance was:
Not Satisfactory Satisfactory
Further Comments:
Candidate’s Signature
Assessor/Observer’s
Signature
Syed Saqib Hussain

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Support Questions for observation checklist
Candidate’s Name
Assessor or Observer’s Name
nit of Competence
(Code and Title)
Date of Assessment
Location
The candidate’s performance was: Not Satisfactory Satisfactory
Client Feedback
Candidate’s Signature
Assessor/Observer’s Signature

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Third Party Reports
The Third Party Report should be completed by a senior member of staff i.e. a Supervisor or
Manager, where possible. The report should cover the points below, with a description to show that
the tasks have been witnessed over time, whilst working with the learner. Examples, times, dates etc
should be included if possible.
As this unit is about contributing to organisation development, you will need to have witnessed the
learner within a meeting or training environment:
1. Developing organisation development plan
2. Implementing organisation development activities
3. Maintaining organisation development program.
Ticking yes/no next to the tasks is required, as well as an accompanying report.

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Third Party Checklist
Candidate’s Name
Assessor or Observer’s Name
Unit of Competence
(Code and Title)
Date of Assessment
Location
Demonstration Tasks
Materials and Equipment
Tasks to be simulated if not witnessed over time: Yes No
1. Did the learner analyses strategic plans to determine organisation
development needs and objectives?
2. Did the learner consult with relevant groups and individuals to profile
the organization’s culture and readiness for organizational
development?
3. Did the learner determine who will take key roles in the organizational
development process and confirm their commitment?
4. Did the learner collect and analyze data on areas of the business
experiencing problems or that need realignment?
5. Did the learner determine and agree on objectives and strategies for
organizational development?
6. Did the learner consider change management techniques required to
achieve the workplace culture outcomes and build them into the
organisation development plan?
7. Did the learner develop communication/education plans to achieve
communication objectives in relation to the desired work environment
and desired approach to problem-solving and developmental activities?
8. Did the learner identify and implement consultative processes to
maximize participation in the organisation development process?
9. Did the learner undertake team development and training activities to
develop collaborative approaches to problem-solving and
development?
10. Did the learner facilitate groups to articulate problems and to propose
means for resolving the problems?
11. Did the learner manage conflict between individuals and/or groups to
achieve consensus or agreement?
12. Did the learner undertake interventions in accordance with the
organisation development plan?
13. Did the learner brainstorm alternative proposals and negotiate and
agree on outcomes?
14. Did the learner undertake surveys to identify any loss of support for

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organizational development programs and activities?
15. Did the learner maintain regular team meetings and individual feedback
in accordance with communication plan?
16. Did the learner set out activities and interventions in the organisation
development plan and maintain, evaluate and modify them as required?
17. Did the learner ensure senior management reinforces organisation
development program by ongoing messages of support and appropriate
resource allocation?
18. Did the learner evaluate organisation development plans in terms of
costs and benefits, including opportunity costs?
The candidate’s
performance was:
Not Satisfactory Satisfactory
Further comments:
Candidate’s Signature
Assessor/Observer’s
Signature

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Third Party Evidence
Confidential Information
Name of Candidate
RTO:
Unit(s) of Competence
As part of the assessment for the units of competency, we are seeking evidence to support a
judgment about the candidate’s competence. As part of the evidence of competence we are seeking
reports from the supervisor and other people who work closely with the candidate.
Name of the supervisor:
Workplace:
Address:
Phone:
Do you understand which evidence/tasks the candidate has Yes No
provided/performed that you are required to comment on?
As the assessor explains the purpose of the candidates Yes No
assessment?
Are you aware that the candidate will see a copy of this form? Yes No
Are you willing to be contacted should further verification of this Yes No
statement be required?
What is your relationship to the
candidate?
How long have you worked with the
person being assessed?
How closely do you work with the
candidate in the area being
assessed?
What is your technical experience
and/or qualification (s) in the area
being assessed?(Include any
assessment or training
qualifications.)

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Does the candidate:
Perform tasks to the industry standards? Yes No
Managed job tasks effectively? Yes No
Implement safe working practices? Yes No
Solve problems on the job? Yes No
Work well with others? Yes No
Add that to new tasks? Yes No
With unusual or non-routine situations? Yes No
Overall do you believe the
candidate conforms to the
standard required by the unit
of competency on a consistent
basis?
Identify any training needs for the candidate:
Any other comments:

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Table of Contents
Activities.........................................................................................................................................20
Activity 1a....................................................................................................................................20
Activity 1b....................................................................................................................................21
Activity 1c....................................................................................................................................22
Activity 1d....................................................................................................................................23
Activity 1e....................................................................................................................................24
Activity 1f.....................................................................................................................................25
Activity 2a....................................................................................................................................26
Activity 2b....................................................................................................................................27
Activity 2c....................................................................................................................................29
Activity 3a....................................................................................................................................30
Activity 3b....................................................................................................................................31
Activity 3c....................................................................................................................................32
Activity 3d....................................................................................................................................33
Activity 3e....................................................................................................................................34
Skills and Knowledge Activity.......................................................................................................35
Major Activity..............................................................................................................................36

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Candidate Details
Assessment – BSBMGT615: Contribute to organisation development
Please complete the following activities and hand in to your trainer for marking.This forms part of
your assessment for BSBMGT615: Contribute to organisation development.
Name: _____________________________________________________________
Address: _____________________________________________________________
_____________________________________________________________
Email: _____________________________________________________________
Employer: _____________________________________________________________
Declaration
I declare that no part of this assessment has been copied from another person’s work with the
exception of where I have listed or referenced documents or work and that no part of this
assessment has been written for me by another person.
Signed: ____________________________________________________________
Date: _____________23/12/2018______________________________________
If activities have been completed as part of a small group or in pairs, details of the learners
involved should be provided below;
This activity 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: ____________________________________________________________
Signed: ____________________________________________________________
Learner 2: ____________________________________________________________
Signed: ____________________________________________________________
Learner 3: ____________________________________________________________
Signed: ____________________________________________________________

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Competency Record to be completed by Assessor
Learner Name: _______________________________________________________
Date of Assessment: ________23/12/2018_____________________________________
The learner has been assessed as competent in the elements and performance criteria and the
evidence has been presented as;
Assessor Initials
Authentic S
Valid S
Reliable S
Current S
Sufficient S
Learner is deemed: NOT YET COMPETENT COMPETENT
If not yet competent, date for re-assessment: ____________________________________
Comments from Trainer/Assessor:
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
Assessor Signature:______ Syed Saqib Hussain __________________________________________

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Observation/Demonstration
Throughout this unit, you will be expected to show your competency of the elements through
observations or demonstrations. Your instructor will have a list of demonstrations you must
complete or tasks to be observed. The observations and demonstrations will be completed as well as
the activities found in this workbook. An explanation of demonstrations and observations:
Demonstration is off-the-job
A demonstrationwill require:
 Performing a skill or task that is asked of you
 Undertakinga simulation exercise
Observation is on-the-job
The observation will usually require:
 Performing a work based skill or task
 Interaction with colleagues and/or customers
Your instructor will inform you of which one of the above they would like you to do. The
demonstration/observation will cover one of the unit’s elements.
The observation/demonstration will take place either in the workplace or the training environment,
depending on the task to be undertaken and whether it is an observation or demonstration. Your
instructor 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 will need to demonstrate you can:
1. Develop organisation development plan
2. Implement organisation development activities
3. Maintain organisation development program
You will also need to show your:
 Learning
 Reading
 Writing
 Oral Communication
 Numeracy
 Interact with others
 Get the work done

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Activities

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Activity 1a
Estimated Time 20 Minutes
Objective Analyse strategic plans to determine organisation development needs and
objectives.
Activity
What is a mission statement?
The mission of Woolworths is to deliver the best in value, convenience,and
quality for customers.
What is meant by company vision?
The vision of Woolworths is to deliver fresh and quality products to customers.
Does your organisation have a strategic
business plan?
Briefly describe it
Yes
There are different factors that lead to change
management plans such as competition,
money, staff, economy, customers, and
suppliers. In Woolworths, there is needed to
make changes at the workplace due to
competition. Woolworths has created a
unique image however, it faces high rivalry in
Australian retail industry. Hence, it may face
challenges in terms of launching the new
product in the retail industry. Competition can
break and make the company hence
Woolworths should emphasize on making
required transformation at the workplace
(Burke, 2017).

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Activity 1b
Estimated Time 30 Minutes
Objective Consult with relevant groups and individuals to profile the organisation's culture
and readiness for organisational development.
Activity Who are the relevant groups that you should consult with??
A change manager would play a key role to make sure projects attain the
objectives on time and on a budget by gaining usage and adoption of employees.
The manager will also emphasize on the people side of alteration such as changes
to business procedures, technology, systems, organization structures as well as
job roles (Clegg, Kornberger, &Pitsis, 2015). The primary accountability would be
generating and executing change management approaches and plans that would
increase the adoption with the usage of employees as well as reducing resistance.
The change manager would perform to drive rapid adoption, higher ultimate
utilization as well as proficiency with the alteration that affect workforces. These
enhancements would gain benefit realization, the creation of value, attainment of
outcomes, and return on investments (Alvesson, &Sveningsson, 2015).
Roles and Responsibilities of a Change Manager
Following are the roles and responsibility of change manager:
 Implement a structured methodology and leads the activities of change
management
Change manager will implement the procedure of change management and
techniques to develop a strategy for supporting adoption of change is required by
projects and initiatives.
 Support communication efforts
Change manager would support the development, design, delivery, and modes of
interactions.
 Assess the change impact

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Change manager will conduct an assessment of impact, evaluates change
readiness and address key stakeholders (Pugh, 2016).
 Support training efforts
Change manager will offer input, document needs and supports the design as well
as delivery the training programs.
How do you define an organisation culture?
Organizational culture consists of behaviour and values that contributes for
unique psychological as well as social atmosphere for business.
1. Establish a list of characteristics or attributes you identify with as part of
your organisations “culture”
2. Place each of them into one of the suggested three measurements
List of what you consider to be characteristics of culture.
Most Characteristic Somewhere in between Least Characteristic
Effective communication Good co-ordination Lack of leadership
What does strategic readiness mean?
Two-Way
The manager can use the two-way communication strategy to interact with the
consumers. This strategy entails communication between members of the
company. Woolworths can build a culture of inclusiveness to generate a favorable
outcome. In this way, managers would effectively engage their employees in
communication about their work, perspectives and ideas on issues concerning
with customers, products, and services (Cameron, & Green, 2015).
Opencommunication strategy

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In Woolworths, managers can use open communication environment where all
members of the company feel free to share the ideas, feedback, and criticism at
each extent. Leaders should be engaged to open communication and develops an
atmosphere to build trust that could be a foundation for attainment (Hornstein,
2015).
Inclusive strategy
The manager can implement inclusive communication approach that is used to
make feel appreciated to employees by involving them in decision making. This
may affect day-to-day performance. Furthermore, Woolworths can create
secretive communication atmosphere to involve their employees in the change
process as it would lead to obtaining higher opportunities. Involvement of
employees is a key element that influences the satisfaction and success of
workforces (Heding, Knudtzen, &Bjerre, 2015).
Activity 1c
Estimated Time 20 Minutes
Objective Determine who will take key roles in the organisational development process
and confirm their commitment.
Activity Which personnel should be involved with the following responsibilities:
 Marketing and Communications Manager
 Change manager
What are the advantages and disadvantages of using an outside facilitator?
Outside facilitator will manage and lead the workflow of marketing, and
promotion. They will also assign the job tasks, providing interdepartmental
interactions and organizing the external communications. Furthermore, they also
allocate the resources of the company in an effective manner as it would lead to
increase collaborations, efficiency, and creativity in developing as well as
maintaining the consistent branding with corporate identity in across the public

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relations channels and marketing. Marketing managers are also accountable to
stay up to date on industry trends (Renz, 2016).
What would you need to consider when choosing a method of data analysis?
 Feasible techniques of data analysis
 Selection of appropriate software
Which methods of data analysis are available to your organisation?
 Content data analysis method is used in Woolworths.
Activity 1d
Estimated Time 20 Minutes
Objective Determine and agree on objectives and strategies for organisational
development.
Activity Based on the notes and other reference from you workplace, describe a process
similar or totally different to these notes on making a determination for a
strategy involving organisational development.
 Customer retention strategy and Change management strategy both are
different to these notes on making a determination for a strategy
involving organisational development.
What information would you need to consider, in order to make an informed
decision?
 Brainstorming
 Evaluation
Give an example of factors which would influence your eventual determination.
Brainstorming
Brainstorming can be used to solve the issue. Woolworths can benefit from
innovative ideas to make a feasible decision. In this strategy, management and
employees come together in a room and initiate the writing down the first
opinions that generate from minds. The group can enlarge on what it observes as
being the feasible opinion until the basis of a solution is generated. This is an

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effective strategy to get input through different employees and managers that
can provide the solution to the company to generate a workable solution (Renz,
2016).
Evaluations
Monitoring workforces and department growth aids to solve the problem and
maintain the productivity of Woolworths. Furthermore, an evaluation could be
implemented by the top authority to contrast the actual performance against the
objectives set by the company business plan. The assessment of those outcomes
is practiced for assessing what concerns need to be identified and then plan is
generated to identify the concern (Pugh, 2016). For instance, when actual sales
revenue is declining as compared to projected for the year then evaluation
procedure could be used to decline the shortcoming of sales techniques (Clegg,
Kornberger, &Pitsis, 2015).
Activity 1e
Estimated Time 20 Minutes
Objective Consider change management techniques required to achieve the workplace
culture outcomes and build them into the organisation development plan.
Activity What is your definition of an organisation culture?
Organisational cultural is referred as fundamental assumptions, beliefs as well as
values and methods of communication that contribute for unique social as well
as psychological atmosphere of company.
How can you prepare for change?
 Clearly define the change and align it to business goals.
 Determine impacts and those affected.
 Develop a communication strategy.
 Provide effective training.
 Implement a support structure.
 Measure the change process.

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Briefly describe the following change management techniques.
Educating Subordinates
Educating subordinates is a key strategy of change management. When
employees understand the rationale behind the transformation, then employees
react towards change in a more favorable way. Successful change management
leader shows a favorable aspect among subordinates where, they demonstrate
change can enhance the company’s performance and delegates the
responsibilities to each member (Bratton, & Gold, 2017). For instance, education
strategies involve organizing frequent staff meeting to offer overviews and
status report about potential transformation. It would enable workforces with
statistical assessment as well as data supports the change rationale (Schein,
2015). A leader should work with subordinates and department heads in the
one-on-one atmosphere for explaining how change management directly affects
each individual and their role at the workplace.
Setting Clear Expectations
Change management could not be effectively executed overnight and even
while changes are in place. Furthermore, workforces need an adjustment period
to become familiar with new regulations, approaches, and processes. Change
management is applied in the designed time period and also supports the
subordinates to make small changes and effectively apply new performance
concept into daily practices. Managers can support this procedure by developing
the comprehensible timeline, and providing advance notice regarding new
objectives and goals should be developed and maintained by open methods
regarding ongoing communication with workforces (Turner, 2014).
Activity 1f
Estimated Time 20 Minutes

P a g e | 28
Objective Develop communication/education plans to achieve communication objectives
in relation to the desired work environment and desired approach to problem-
solving and developmental activities.
Activity What objective could your communication management plan include?
 To increase the customer demand by 35% in potential 6 months
 To gain revenue by 25% in the upcoming 3 months
 To increase the profitability by 30% in targeted 3 months
 To boost the consumer awareness by 35% in targeted 5 months
What do you have to consider when approaching developmental activities?
Compromising
The compromising strategy could be used by the manager in Woolworths to
manage the conflicts during the change. This strategy is used for both sides of
conflict and aids to maintain their position at the workplace. It focuses on
conflicts where the parties maintain approximate equal power. Woolworths can
regularly employ compromise strategy during the negotiation of a contract with
other business while each party stands for losing something valuable like
customer services(Hargie, 2016).
Collaborating
Collaboration is another strategy of conflict management that is used to integrate
the ideas into multiple people. The object is to address the creative strategy that
could be acceptable by everyone. Collaboration calls for a precious time for a
commitment that is vital for managing the conflicts. For instance, managers
should work collaboratively with the top authority to develop the strategies.
However, collaborative decision making about office supplies may waste the time
spent on other practices (Butz, 2018).
Competing
Competition generates as a zero-sum game where one side wins and other side

P a g e | 29
losses. Furthermore, highly assertive attitudes support to beat the competition as
a conflict management strategy. The competitive strategy helps in declining
conflicts like emergency circumstances. Managers can get competitive
advantageous in crisis circumstances and making feasible decision such as pay
cuts or layoffs(Tukker, Charter, Vezzoli, Stø, & Andersen, 2017).
Accommodating
The accommodating strategy focuses on providing the contrasting side what it
requires. The practice of accommodation occurs while one of the parties desires
to keep the peace and observes the concern as a minor. For instance, Woolworths
has a policy of formal dress as it may contain the casual Friday policy. As per this
policy, the manager will keep the peace with rank and file. Furthermore,
workforces who use accommodation as a key conflict management approach may
overcome their anger(Bowe, Ball, & Gold, 2017).
Avoiding
The avoidance strategy may focus on avoiding conflict. The avoider focuses that
problem resolves itself without a confrontation by ignoring the conflicts. Those
individuals who are highly active to avoid the conflicts may frequently low esteem
and maintains the position of low power. In certain condition, avoiding can be
effective and profitable for managing the conflict during the change like after
firing of renowned and unproductive workforces (Bolman& Deal, 2017). The
recruiting more productive employees for the position may aid to avoid the
conflict.
Activity 2a
Estimated Time 30 Minutes
Objective Identify and implement consultative processes to maximize participation in the
organisation development process. Undertake team development and training
activities to develop collaborative approaches to problem-solving and

P a g e | 30
development and facilitate groups to articulate problems and to propose means
for resolving the problems.
Activity What processes do you use to maximise participation in the organisation
development process?
 An effective leadership through implementation team and making sure
the competency to attain the timeline and deliverables for transformation
 Obtaining outcomes, making sure milestones are transparent in across
the Woolworths, and recognising and acknowledging the efforts,
contribution, as well as involvement of employees.
What activities might you undertake to develop and train teams?
Get Everyone Involved
Managers should get involve to everyone for implementing the change plan. It
can develop the team by making collaborative decision making. Workforces are
suspected to feel invested in the opinion that does not participate them. In
Woolworths, managers can entail the employees as it would aid to get lists of
ideas that are whittled down on a point system to final 10 goals. Workforces
become participants that significantly increase team spirit as compared to
remaining listeners in major decisions. It would lead to gain team
spirit(Geisler&Wickramasinghe, 2015).
Set realistic objectives
The leader should set realistic objectives for building a team. At the time of
transformation, it is reasonable to predict key team members to put extra efforts
and time. However, needs to develop the realistic objectives. When the
expectations are too high then not only quality would be compromised but also a
deadline would not be met and then people will become separated. As a result,
employees would be unhappy and floundering the employees (Nicolini,
&Monteiro, 2016).
How can you help a team articulate and solve problems?
Kottler change management: By this approach, interventionist would be
competent to organize the change concern within an organization.
Activity 2b
Estimated Time 20 Minutes
Objective Manage conflict between individuals and/or groups to achieve consensus or
agreement.

P a g e | 31
Activity
Which of the following are elements of collaboration?
Your answer
A Shared creation and understanding
B Joint efforts to achieve a common
purpose
C Working across boundaries to solve a
problem
D All of the above ✓
It is not necessary for people to know one another for collaboration to be
successful.
Your answer
A True
B False ✓
When working on a collaborative effort and you know you are right, always
argue forcefully for your opinions.
Your answer
A True
B False ✓
To build group consensus, which of the following is not one of the things that
helps the process?
Your answer

P a g e | 32
A Avoid changing your mind to reach
agreement
✓
B Seek out differences of opinion
C Always assume that there must be a
winner and a loser
D Discuss underlying assumptions and
listen to others
Consensus of the group must always require 100% agreement for the group’s
work to be truly successful.
Your answer
A True ✓
B False
Activity 2c
Estimated Time 20Minutes
Objective Undertake interventions in accordance with the organisation development plan
and brainstorm alternative proposals and negotiate and agree on outcomes.
Activity What types of interventions are open to you?
Design of services, legislation management and choice of feasible architecture:
By using this model, the interventionist can be competent for developing
healthier atmosphere within an organization by organizing the environmental
concerns (Heding, Knudtzen, &Bjerre, 2015).
Agreement about the organizational policies and improving the awareness of
employees: This would help to decline the discrimination by enhancing services.
What are the advantages of brainstorming?
Brainstorming can be used to solve the issue. Woolworths can benefit from

P a g e | 33
innovative ideas to make a feasible decision. In this strategy, management and
employees come together in a room and initiate the writing down the first
opinions that generate from minds. The group can enlarge on what it observes as
being the feasible opinion until the basis of a solution is generated. This is an
effective strategy to get input through different employees and managers that
can provide the solution to the company to generate a workable solution (Renz,
2016).

P a g e | 34
Activity 3a
Estimated Time 20 Minutes
Objective Undertake surveys to identify any loss of support for organisational
development programs and activities.
Activity
Give examples of some surveys?
For example, after acquiring a sign of stakeholder engagement, company can
conduct further research like focus group and interview to increase more
knowledge about research concern.
Give a brief description of the two types of questions can you use?
 Open-ended questionnaire structure
 Close-ended questionnaire structure
What do you do with the survey information?
 The survey information is beneficial for organizing the development
programs.
What if the survey is complex?
 We will make change in questionnaire format to easily conduct the
survey.
How can you manage an online survey?
 Through monkey survey, online survey is managed easily.
Activity 3b
Estimated Time 15 Minutes
Objective Maintain regular team meetings and individual feedback in accordance with
communication plan.
Activity What will a communication plan usually cover?
 Perform a situation analysis
 Define your objectives
 Define your key audiences
 Identify media channels
 Establish a timetable
 Evaluate the results

P a g e | 35
Give examples of different types of communication you can use.
Two-Way
The manager can use the two-way communication strategy to interact with the
consumers. This strategy entails communication between members of the
company. Woolworths can build a culture of inclusiveness to generate a favorable
outcome. In this way, managers would effectively engage their employees in
communication about their work, perspectives and ideas on issues concerning
with customers, products, and services (Cameron, & Green, 2015).
Opencommunication strategy
In Woolworths, managers can use open communication environment where all
members of the company feel free to share the ideas, feedback, and criticism at
each extent. Leaders should be engaged to open communication and develops an
atmosphere to build trust that could be a foundation for attainment (Hornstein,
2015).
Inclusive strategy
The manager can implement inclusive communication approach that is used to
make feel appreciated to employees by involving them in decision making. This
may affect day-to-day performance. Furthermore, Woolworths can create
secretive communication atmosphere to involve their employees in the change
process as it would lead to obtaining higher opportunities. Involvement of
employees is a key element that influences the satisfaction and success of
workforces (Heding, Knudtzen, &Bjerre, 2015).
Activity 3c
Estimated Time 20 Minutes
Objective Set out activities and interventionsin the organisation development plan and
maintain, evaluate and modify them as required.
Activity Define the following:

P a g e | 36
Action research
Action research is defined as addressing the action with set objective to support
the company for attaining the goals. It entails range of activities that would be
undertaken within Woolworths to resolve the issues.
Inter-group team building
Intergroup team building is the procedure of managing the issue amid two or
more group that interfere with attainment of organisation.
Re-engineering
Reengineering entails the assessment and redesign of business procedures and
workflow at the workplace. It is a process that is set of related work practices
conducted by workforces for attaining objectives.
Succession planning
Succession planning is the procedure of building new leaders who can replace old
leader while they leave, retire and die. It gains the chances of experiences and
proficient workforces that are ready to assume these roles as they become
existed.
Activity 3d
Estimated Time 15 Minutes
Objective Ensure senior management reinforces organisation development program by
ongoing messages of support and appropriate resource allocation.
Activity How can you giveongoing messages of support and appropriate resource
allocation?
 Through digital media
 E-mail methods
 Social network
What is the advantage of using a virtual company network?
 It is beneficial to directly communicate with employees and resolve their
queries promptly by using virtual company network.

P a g e | 37
Activity 3e
Estimated Time 30 Minutes
Objective Evaluate organisation development plans in terms of costs and benefits,
including opportunity costs.
Activity
In groups or as directed by the instructor, draw upon a workplace example of
how you or the organisation has addressed a cost-benefit analysis and
opportunity cost assessment.
Workplace example Company can use cost and benefit analysis techniques in
different situation. For instance, when it is:
 Selecting whether to recruit new team members.
 Assessing a new project and develops change
initiative.
 Evaluating the feasibility regarding capital purchase.
Evaluate organisation development plans
Costs and benefits Cost-Benefit Analysis (CBA) defines and totals
up the corresponding money value related to
cost and benefits for community of projects
and that aids to develop whether it is
worthwhile.
Opportunity costs
The opportunity cost of investors demonstrates the
cost of forgone choice. When company selects one
choice over another, then the expenses of selecting
that choice become opportunity cost.

P a g e | 38
Skills and Knowledge Activity
Estimated Time 60 Minutes
Objective To provide you with an opportunity to demonstrate your knowledge of the
foundation skills, knowledge evidence and performance evidence.
Activity
The answers to the following questions will enable you to demonstrate your
knowledge of:
 Learning
 Reading
 Writing
 Oral Communication
 Numeracy
 Interacting with others
 Getting the work done
 How to maximise participation in and support for organisation
development
 Theories of organisational behaviour and dynamics relevant to planning
and implementing organisational development
 The impact of legislation on organisational development and change
 Aspects of organisation culture that can affect organisation development
and explain how to address them in planning and implementation
Complete the following individually and answer each question (using questions
as headings) in as much detail as possible, considering your organisational
requirements for each one:
1. How can you encourage participation through your leadership?
Managers should get involve to everyone for implementing the change plan. It
can develop the team by making collaborative decision making. Workforces are
suspected to feel invested in the opinion that does not participate them. In
Woolworths, managers can entail the employees as it would aid to get lists of
ideas that are whittled down on a point system to final 10 goals. Workforces
become participants that significantly increase team spirit as compared to
remaining listeners in major decisions. It would lead to gain team spirit (Geisler &
Wickramasinghe, 2015).
2. Give an example of a time you have used your communication and
interpersonal skills to persuade others?
The manager can implement inclusive communication approach that is used to

P a g e | 39
make feel appreciated to employees by involving them in decision making. This
may affect day-to-day performance. Furthermore, Woolworths can create
secretive communication atmosphere to involve their employees in the change
process as it would lead to obtaining higher opportunities. Involvement of
employees is a key element that influences the satisfaction and success of
workforces (Heding, Knudtzen, & Bjerre, 2015).
3. What activities and interventions might you use tofind new, improved or
different ways of working or engineering the organisation?
The manager can use the two-way communication strategy to interact with the
consumers. This strategy entails communication between members of the
company. Woolworths can build a culture of inclusiveness to generate a favorable
outcome. In this way, managers would effectively engage their employees in
communication about their work, perspectives and ideas on issues concerning
with customers, products,and services (Cameron, & Green, 2015).
4. What are the components that make up a strategic business plan?
The manager can use the two-way communication strategy to interact with the
consumers. This strategy entails communication between members of the
company. Woolworths can build a culture of inclusiveness to generate a favorable
outcome. In this way, managers would effectively engage their employees in
communication about their work, perspectives and ideas on issues concerning
with customers, products,and services (Cameron, & Green, 2015).
5. Why might conflict arise?
 Lack of understanding regarding changes
 Lack of communication between two members
6. What approaches could help you achieve agreement?
Educating subordinates is a key strategy of change management. When
employees understand the rationale behind the transformation, then employees

P a g e | 40
react towards change in a more favorable way. Successful change management
leader shows a favorable aspect among subordinates where, they demonstrate
change can enhance the company’s performance and delegates the
responsibilities to each member (Bratton, & Gold, 2017). For instance, education
strategies involve organizing frequent staff meeting to offer overviews and status
report about potential transformation. It would enable workforces with statistical
assessment as well as data supports the change rationale (Schein, 2015). A leader
should work with subordinates and department heads in the one-on-one
atmosphere for explaining how change management directly affects each
individual and their role at the workplace.
Major Activity
Estimate
d Time
90 Minutes
Objectiv
e
To provide you with an opportunity to demonstrate your knowledge of the entire unit.
Activity
You must individually, answer the following questions in full to show your competency of
each element:
1. Develop organisation development plan
2. Implement organisation development activities
3. Maintain organisation development program
This is a major activity – your instructor will let you know whether you will complete it
during class or in your own time.
Complete the following individually and answer each question (using questions as
headings) in as much detail as possible, considering your organisational requirements
for each one:
1. Describe how you could develop an organisation development plan.
Develop organization development plan
Woolworths is a leading supermarket is an Australian country. It deals in approximate
995 stores in across Australia. Woolworths has employed about 1115.000 employees in
its stores and distribution store for delivering the range, quality services as well as

P a g e | 41
convince customers. The mission of this company is to deliver the best in value,
convenience, and quality for customers.
Change management plan
There are different factors that lead to change management plans such as competition,
money, staff, economy, customers, and suppliers. In Woolworths, there is needed to
make changes at the workplace due to competition. Woolworths has created a unique
image however, it faces high rivalry in Australian retail industry. Hence, it may face
challenges in terms of launching the new product in the retail industry. Competition can
break and make the company hence Woolworths should emphasize on making required
transformation at the workplace (Burke, 2017).
Agreed objectives
 To increase the customer demand by 35% in potential 6 months
 To gain revenue by 25% in the upcoming 3 months
 To increase the profitability by 30% in targeted 3 months
 To boost the consumer awareness by 35% in targeted 5 months
Change management and communications strategies
Change management strategy
Educating Subordinates
Educating subordinates is a key strategy of change management. When employees
understand the rationale behind the transformation, then employees react towards
change in a more favorable way. Successful change management leader shows a
favorable aspect among subordinates where, they demonstrate change can enhance the
company’s performance and delegates the responsibilities to each member (Bratton, &
Gold, 2017). For instance, education strategies involve organizing frequent staff meeting
to offer overviews and status report about potential transformation. It would enable
workforces with statistical assessment as well as data supports the change rationale

P a g e | 42
(Schein, 2015). A leader should work with subordinates and department heads in the
one-on-one atmosphere for explaining how change management directly affects each
individual and their role at the workplace.
Setting Clear Expectations
Change management could not be effectively executed overnight and even while
changes are in place. Furthermore, workforces need an adjustment period to become
familiar with new regulations, approaches, and processes. Change management is
applied in the designed time period and also supports the subordinates to make small
changes and effectively apply new performance concept into daily practices. Managers
can support this procedure by developing the comprehensible timeline, and providing
advance notice regarding new objectives and goals should be developed and maintained
by open methods regarding ongoing communication with workforces (Turner, 2014).
Communication strategy
Two-Way
The manager can use the two-way communication strategy to interact with the
consumers. This strategy entails communication between members of the company.
Woolworths can build a culture of inclusiveness to generate a favorable outcome. In this
way, managers would effectively engage their employees in communication about their
work, perspectives and ideas on issues concerning with customers, products, and
services (Cameron, & Green, 2015).
Open communication strategy
In Woolworths, managers can use open communication environment where all
members of the company feel free to share the ideas, feedback, and criticism at each
extent. Leaders should be engaged to open communication and develops an atmosphere
to build trust that could be a foundation for attainment (Hornstein, 2015).

P a g e | 43
Inclusive strategy
The manager can implement inclusive communication approach that is used to make
feel appreciated to employees by involving them in decision making. This may affect
day-to-day performance. Furthermore, Woolworths can create secretive communication
atmosphere to involve their employees in the change process as it would lead to
obtaining higher opportunities. Involvement of employees is a key element that
influences the satisfaction and success of workforces (Heding, Knudtzen, & Bjerre, 2015).
Identified roles
A change manager would play a key role to make sure projects attain the objectives on
time and on a budget by gaining usage and adoption of employees. The manager will
also emphasize on the people side of alteration such as changes to business procedures,
technology, systems, organization structures as well as job roles (Clegg, Kornberger,
&Pitsis, 2015). The primary accountability would be generating and executing change
management approaches and plans that would increase the adoption with the usage of
employees as well as reducing resistance. The change manager would perform to drive
rapid adoption, higher ultimate utilization as well as proficiency with the alteration that
affect workforces. These enhancements would gain benefit realization, the creation of
value, attainment of outcomes, and return on investments (Alvesson, &Sveningsson,
2015).
Roles and Responsibilities of a Change Manager
Following are the roles and responsibility of change manager:
 Implement a structured methodology and leads the activities of change
management
Change manager will implement the procedure of change management and techniques
to develop a strategy for supporting adoption of change is required by projects and
initiatives.

P a g e | 44
 Support communication efforts
Change manager would support the development, design, delivery,and modes of
interactions.
 Assess the change impact
Change manager will conduct an assessment of impact, evaluates change readiness and
address key stakeholders (Pugh, 2016).
 Support training efforts
Change manager will offer input, document needs and supports the design as well as
delivery the training programs.
Marketing and Communications Manager
Marketing and communication managers will manage and lead the workflow of
marketing, and promotion. They will also assign the job tasks, providing
interdepartmental interactions and organizing the external communications.
Furthermore, they also allocate the resources of the company in an effective manner as
it would lead to increase collaborations, efficiency,andcreativity in developing as well as
maintaining the consistent branding with corporate identity in across the public relations
channels and marketing. Marketing managers are also accountable to stay up to date on
industry trends (Renz, 2016).
2. Explain how you could implement organisation development activities.
Developing the team
Get Everyone Involved
Managers should get involve to everyone for implementing the change plan. It can
develop the team by making collaborative decision making. Workforces are suspected to
feel invested in the opinion that does not participate them. In Woolworths, managers
can entail the employees as it would aid to get lists of ideas that are whittled down on a
point system to final 10 goals. Workforces become participants that significantly

P a g e | 45
increase team spirit as compared to remaining listeners in major decisions. It would lead
to gain team spirit (Geisler & Wickramasinghe, 2015).
Set realistic objectives
The leader should set realistic objectives for building a team. At the time of
transformation, it is reasonable to predict key team members to put extra efforts and
time. However, needs to develop the realistic objectives. When the expectations are too
high then not only quality would be compromised but also a deadline would not be met
and then people will become separated. As a result, employees would be unhappy and
floundering the employees (Nicolini, &Monteiro, 2016).
Managing conflict
Compromising
The compromising strategy could be used by the manager in Woolworths to manage the
conflicts during the change. This strategy is used for both sides of conflict and aids to
maintain their position at the workplace. It focuses on conflicts where the parties
maintain approximate equal power. Woolworths can regularly employ compromise
strategy during the negotiation of a contract with other business while each party stands
for losing something valuable like customer services (Hargie, 2016).
Collaborating
Collaboration is another strategy of conflict management that is used to integrate the
ideas into multiple people. The object is to address the creative strategy that could be
acceptable by everyone. Collaboration calls for a precious time for a commitment that is
vital for managing the conflicts. For instance, managers should work collaboratively with
the top authority to develop the strategies. However, collaborative decision making
about office supplies may waste the time spent on other practices (Butz, 2018).
Competing
Competition generates as a zero-sum game where one side wins and other side losses.

P a g e | 46
Furthermore, highly assertive attitudes support to beat the competition as a conflict
management strategy. The competitive strategy helps in declining conflicts like
emergency circumstances. Managers can get competitive advantageous in crisis
circumstances and making feasible decision such as pay cuts or layoffs (Tukker, Charter,
Vezzoli, Stø, & Andersen, 2017).
Accommodating
The accommodating strategy focuses on providing the contrastingside what it requires.
The practice of accommodation occurs while one of the partiesdesires to keep the peace
and observes the concern as a minor. For instance, Woolworths has a policy of formal
dress as it may contain the casual Friday policy. As per this policy, the manager will keep
the peace with rank and file. Furthermore, workforces who use accommodation as a key
conflict management approach may overcome their anger (Bowe, Ball, & Gold, 2017).
Avoiding
The avoidance strategy may focus on avoiding conflict. The avoider focuses that problem
resolves itself without a confrontation by ignoring the conflicts. Those individuals who
are highly active to avoid the conflicts may frequently low esteem and maintains the
position of low power. In certain condition, avoiding can be effective and profitable for
managing the conflict during the change like after firing of renowned and unproductive
workforces (Bolman& Deal, 2017). The recruiting more productive employees for the
position may aid to avoid the conflict.
Solving problems
Brainstorming
Brainstorming can be used to solve the issue. Woolworths can benefit from innovative
ideas to make a feasible decision. In this strategy, management and employees come
together in a room and initiate the writing down the first opinions that generate from
minds. The group can enlarge on what it observes as being the feasible opinion until the

P a g e | 47
basis of a solution is generated. This is an effective strategy to get input through
different employees and managers that can provide the solution to the company to
generate a workable solution (Renz, 2016).
Evaluations
Monitoring workforces and department growth aids to solve the problem and maintain
the productivity of Woolworths. Furthermore, an evaluation could be implemented by
the top authority to contrast the actual performance against the objectives set by the
company business plan. The assessment of those outcomes is practiced for assessing
what concerns need to be identified and then plan is generated to identify the concern
(Pugh, 2016). For instance, when actual sales revenue is declining as compared to
projected for the year then evaluation procedure could be used to decline the
shortcoming of sales techniques (Clegg, Kornberger, & Pitsis, 2015).
3. Design your survey model.Base the objective on a workplace example to identify
any loss of support for your organisation development program and activities.
After acquiring a sign of stakeholder engagement, company can conduct further
research like focus group and interview to increase more knowledge about research
concern. Open-ended questionnaire structure and Close-ended questionnaire structure
are types of questions that could be used in survey. The survey information is beneficial
for organizing the development programs. We will make change in questionnaire format
to easily conduct the survey. Through monkey survey, online survey is managed easily.
4. What else could you do to maintain an organisation development program?

P a g e | 48
The underlying
idea
Descriptio
n of
factors
affecting
change
comment
s
the role and
contribution
of
interventioni
st
change level Time
period
Kottler change
management
Rivalry
among
competitor
s
Complex
to
execute
By this
approach,
interventionis
t would be
competent to
organize the
change
concern
within an
organization
Group 1mont
h
Design of services,
legislation
management and
choice of feasible
architecture
Economy Rigid
approach
By using this
model, the
interventionis
t can be
competent
for
developing
healthier
atmosphere
within an
organization
by organizing
the
environmenta
Group 3
month
s

P a g e | 49
l concerns