BSBINN601: Leading and Managing Change at Fast Track Couriers Report

This report provides a detailed analysis of change management strategies implemented at Fast Track Couriers Pty Ltd. It begins with an overview of change management, emphasizing its importance in managing resistance, increasing success probabilities, and improving employee engagement. The report outlines the stages of change, potential consequences of ineffective change management, and introduces the ADKAR model as a foundational tool for understanding change. A risk analysis identifies potential barriers and their impact, followed by five key activities for effective change management. The report details the company's strategic, operational, and human resource goals, highlighting the need for corrective actions based on a previous year's failed change management attempts. It then presents corrective measures addressing gaps in awareness, desire, knowledge, and ability, along with a force field analysis model. Revised strategies include an effective communication plan, employee satisfaction measures, and technological integration, such as GPS and PDAs for trucks. The report concludes with references to relevant literature on organizational change management.

Change Management
Fast Track Couriers Pty Ltd

 Change Management is
a structured procedure
and a set of tools and
techniques for the
effective management
of the people’s side of
changes for the
achievement of the
business goal
(Rosemann and vom
Brocke 2015).
Overview

 Managing the resistance to the
change
 Increase in the probability of
success
 Employee retention and
engagement
 Reduction in the transition Line
 Targeting and improving the
employee dissatisfaction
Primary Reasons

Current
State
Transition
State
Future
State
Stages of Changes

 The consequences of not management of the people side of
change includes the following factors:
 The low level of productivity
 The passive resistance
 The active resistance
 The turnover of the employees with high productivity
 Non implementation of the full changes
 Dis interest for the current and the future state
Consequences

 The Change is not always easy
 The model is the foundation tool for the understanding of
the queries that are generally used in different surveys and
change management tools (Thompson 2017)
 A- Awareness for the changes required
 D-Desire for the participation and the support for the change
 K- Knowledge regarding hoe to change
 A-Ability for the implementation of the behaviours and the
skills required
 R-Reinforcement for the sustainment of the changes
ADKAR Model

Barriers Effect Likelihood
Lack of employee satisfaction High impact High
Lack of employee trust
towards organizational
operations
Medium Impact High
Refusal to implement any
change in the organization
High Impact Medium
Perceived threat to job
security
High Impact High
Resistance to implementation Medium Impact Medium
Action related to the industry High Impact Medium
Risk Analysis

Effective
Change
Managemen
t
Motivating
Change
Managing of
the transition
of the change
Sustain of the
momentum
Creation of
the vision of
change
Development
of the political
support
Five Activities

 Strategic Plan Goals –
◦ Business expansion in metropolitan and increase in share by 7.5%
◦ Development of integrated approach for the management utilising
technology
◦ Expansion of the business to the regional NSW
◦ Development and maintenance of cohesive and well maintained
work force.
Company’s Goal

 Operational Plan Goals
◦ The need for the expansion of the fleet of truck by 8 numbers within
the upcoming financial year (Hall 2014)
◦ Distribution of the small hubs in regions like Maitland, Goulburn,
Bathurst and Nowra within the upcoming years
◦ To test the system of distribution management for ceasing and
allowing of the implementation within the upcoming financial year
◦ The target towards the completion of 20% of the deliveries to the
regional locations within the upcoming two to three years
Company’s Goal

 Human Resource Goal
◦ Incorporation of the function of the human resource for the
facilitation of the changes in the management of the workforce in the
initial quarter of the upcoming financial year
◦ Introduction of the professional development and training for the
achievement of the organization’s goals (Cummings and Worley
2014)
◦ Promotion of the understanding of the company’s strategic goals
within the upcoming financial year
◦ Effective elimination of the problems of the industrial relation and
conducting of negotiations with union and the employees.
◦ Effective elimination of the injuries related to lifting.
Company’s Goal

 The failed attempt of the change management strategy of the
previous financial year of the company increased the chances
and the need for evaluation and further survey analysis
 External management consultant for the revision of the
communication strategy (Van der Voet 2014)
 Development of innovative strategies and change
management process
 Development of survey gauge tracker on ten dimensions of
employee satisfaction and collection of the responses form
the employees
Development of corrective measures