Lead and Manage Organizational Change Assignment

LEAD AND MANAGE
ORGANIZATIONAL CHANGE

Introduction
 Leading and management of changes at
Fast Track Couriers Pty Ltd in Australia.
Objectives
 To implement PDA/GPS usage on the
truck fleet during the first quarter of the
year 2016.
 Focus on implementing the policy of one
person per truck.
 To use the automatic life gates in the
2016’s first quarter.

Organisational background
 Fast Track Couriers manages its functions in New South
Wales and delivers large sized packages all over Australia.
 The strategic plans are to maintain a motivated workforce
and expand its business across regional New South Wales.
 Focus is on increasing the market share by 7.5 percent.
 Managing changes to enable distribution of products by
using advanced technologies including PDA devices and
GPS.

Change management
process
 The change management process enables to implement some
changes to drive the individual transition and ensure meeting
the expected project outcomes with ease.
 The change management process is implemented to
accomplish the objectives to optimise the usage of fleet.
 As a change management consultant, it is my duty to manage
the changes properly with the approval of the General
manager.

Components of the change management project
plan
 Planning for communication
 Readiness assessment
 Change management Training provided
to the managers
 Obtaining the feedbacks of the
employees

Components (continued)
 Activities of sponsorship and representing
those in a sponsorship model
 Managing the resistance to barriers
 Development of training programs for the
employees of Fast Track Couriers

Specific organisational requirements
 Communication is required, which can facilitate the
engagement of the truck drivers and fleet
management staffs in organisational activities.
 Installation of the automatic lift gate on the back of
each gate that will incur a cost of $10,000 for every
truck.
 Using GPS and PDA at every truck to create ease for
the drivers to determine their pickup and dropping
locations.

Potential barriers to
change
 During the change, PDA and GPS were enabled at the
trucks, which allowed the head office to monitor the job
progress and record the activities.
 The truck drivers were unsatisfied as they thought that the
company did not trust its employees, which might be a
major barrier.
 The drivers were not interested in adopting the changes,
which kept many issues unresolved.
 Lack of a proper working environment.

Leadership skills to gain acceptance of plan
 A change management plan training should be provided to
the managers.
 The manager must act as a responsible leader and follow
the democratic leadership style.
 Incorporate a successful human resource management plan
for managing the changes and understanding its feasibility
at the workforce.
 Leaders must focus on the health and safety of the workers.

Leadership skills
(continued) Manage training programs for the employees to make
them know about the market needs, traffic conditions
and how to tackle with those.
 During the training, the leader could guide them
towards the right direction and train them to optimise
the fleet usage considering the safety factors in mind.
 Recognition or praising the performances of the staffs
through monetary and non-monetary benefits could
also keep them motivated and encouraged.

Planning and organising
skills
 Making plans for professional development
and training is important for Fast Track
Couriers to understand the strategic goals
and objectives.
 Organising the skills would require
employing the right candidates with
proper skills, knowledge and expertise
regarding the change management plans.
 Planning to set up new distribution hubs at
Goulburn, Nowara, Bathurst and Maitland.

Problem-solving skills
 The problem solving skills require
knowledge and expertise to overcome
issues during the change management at
Fast Track Couriers.
 Overcoming the industrial relations issues in
the financial year of 2016
 Prevent the injuries and accidents that
might be caused while lifting.
 The problem solving skills could improve the
culture and working conditions at Fast Track
Couriers.

Verbal communication
skills
 Verbal communication skills could facilitate the
communication process and manage the stakeholders
properly.
 Verbal communication skills are essential for discussing
about the changes needed to be done regarding people,
process, technologies and organisational structure.
 A proper budgetary plan should be developed to analyse
the costs and reduce the chances of cost related risks
too.

Verbal communication skills
(continued)
 The change management plan would be
promoted much easily among the individuals.
 Changes should be communicated regarding
the use of resources most effectively.
 The job performance measurement can be done
along with regular feedbacks provided to the
employees based on their performances
 The manager could use his verbal
communication skills to motivate the staffs and
influence them to embrace the new changes
and state about its benefits too.

Conclusion
 The topic depicted the concepts of
change management plan implemented
at FAST Track Couriers
 The company could obtain numerous
benefits by implementing these changes
 It would drive the business performance
and enhance the level of profit too.

Bibliography
 Grant, A.M., 2014. The efficacy of executive coaching in times of
organisational change. Journal of Change Management, 14(2), pp.258-280.
 Lozano, R., 2013. Are companies planning their organisational changes for
corporate sustainability? An analysis of three case studies on resistance to
change and their strategies to overcome it. Corporate Social Responsibility
and Environmental Management, 20(5), pp.275-295.
 McKnight, L.L., 2013. Transformational leadership in the context of
punctuated change. Journal of Leadership, Accountability and Ethics, 10(2),
p.103.
 Pollack, J. and Pollack, R., 2015. Using Kotter’s eight stage process to
manage an organisational change program: Presentation and
practice. Systemic Practice and Action Research, 28(1), pp.51-66.
 Pollack, J., Costello, K. and Sankaran, S., 2013. Applying Actor–Network
Theory as a sensemaking framework for complex organisational change
programs. International Journal of Project Management, 31(8), pp.1118-
1128.
 Waddell, D., Creed, A., Cummings, T. and Worley, C., 2016. Organisational
change: Development and transformation. Cengage AU.

Thank you