Lead and Manage Organisational Change Report for A2Z Courier

This report provides a comprehensive change management plan for A2Z Courier, a delivery company aiming for growth by improving efficiency and accountability. The report outlines the current state of the company, identifies change goals (GPS/PDA system and one person per truck policy), and analyzes their impact on people, processes, technology, and structure. It aligns these goals with the company's strategic objectives and conducts a detailed cost-benefit analysis, assessing risks and mitigation strategies. The report applies Lewin's change management model, detailing the unfreeze, change, and refreeze stages. It includes a stakeholder analysis, communication plan, and an education and training plan. Finally, the report defines success metrics, lists required resources, and outlines the authorization process. The assignment references key literature on organisational change management, providing a well-structured and practical approach to implementing change within the company.

Lead and Manage Organisational Change
1

Task-2
1. Review of Workplace Information
A2Z Courier Company is a 15 year old company based in New South Wales. Company deals
with delivery of small and medium packages and intends for growth in this sector in the next
financial year. The company has 20 truckers who report to human resource manager who in turn
reports to General Manager.
2. Change management strategy
The company intends to increase business by reducing delivery delays and improving trucker’s
accountability. For this purpose two change goals have been identified.
3 Change goals
 Implementation of GPS/ PDA system
 Implementation of one person per truck policy through automated lift gates.
a. These change goals will impact people or employees, processes of operations, technology and
structure in the following manner.
b. People- The employees work will be monitored more closely due to GPS system.
Process- Implementation of GPS/ PDA and automatic lift gates will ensure speeding up of
processes
Technology- GPS system will upgrade the company to better technology.
Structure- Change will reduce number of drivers and delivery boys required to make the
deliveries.
c. The impact of the change will be realised immediately as there will be more efficiency and
effectiveness (Cummings & Worle, 2014)
4 Relation of change goals to strategic goals
2

Organisation’s strategic goal is to expand business in the sector of small and medium package
deliveries. GPS system and one person per truck policy will help in tracking deliveries and
avoiding delays. This in turn will help in increasing number of deliveries. Hence, this change
goal is in conformity with strategic goal.
5 Cost Benefit Analyses-
Change
requirement
Cost Risks Benefits Feasible/ Maybe
feasible. Not
feasible
Automated lift
gates and GPS
devices
$8000 Can lead to
information leak
to third party
Better
monitoring,
reduced delivery
delay
Feasible
Project analyst $8000 Expensive Will give proper
structure to
change
implementations
Feasible
GPS and lift gate
trainer
$6000 Expensive Proper training
will lead to better
efficiency
Feasible
Training
premises and
equipment
$1500 Resource
wastage
Improved
learning
Feasible
6 Risk analyses
Risks and barriers Impact Likelihood Strategies for
mitigation of risk
Failure of GPS system Chaos and delay in
deliveries.
Rare Backup manual
system
Failure of automated Delay in delivery Rare Backup manual gate
3

lift gates lifting system
Absence of truckers
without notice
Will Hamper
deliveries due to one
person per truck
policy
Likely Strict human resource
rules
7. Change management theory and plan
Change in processes is required to make them more efficient (Goksoy, 2015). However, change
has the ability to cause fear and resistance among the staff (Graetz & Rimmer, 2012). Therefore,
change process requires proper management and implementation. Lewin’s change management
model offers three steps through which change can be easily implemented (Dievernich, 2014).
The first step in this process is ‘unfreeze’ where organisation prepares itself for the change. Next
step is the actual change. People are given some time and training to adapt to change. The next
process is ‘refreeze’ where change is fully accepted (Bridges, 2017)
Plan Framework
 Assessment of need for change- Unfreeze
 Assessment of Stakeholders and impact om them
 Preparation for change through training
 Rollout of actual change – Change
 Assessment of acceptance of change - Refreeze
8. Change Management Plan- Stakeholders Management
Stakeholder Concerns Level of engagement Consultation method
Human resource
manager
Lack of understanding
of change in
technology
High Discussion
Truck drivers Lack of understanding High Discussion and
4

of technology training
Technical staff Lack of understanding
of new technology
High Discussion and
training
8 b Plan Communication
Audience Message Date and time Communication
method
Person
responsible
Human resource
Manager
Need for change
and training
details
1st Week of Dec E-mail Project
consultant
Truck drivers and
other staff
Training details
and need
1st Week of Dec Letter and oral
communication
Human
resource
manager
Technical staff Information
regarding training
1st Week of Dec Letter and oral
communication
Human
resource
manager
8c. Education trading plan
Trainee Skills Time and date Person responsible
Human resource
manager and human
resource staff
Understanding of new
technology and
policies
Second Week Dec Project consultant
Truck drivers and
other staff
Using GPS and
automated lift gates
Second week of Dec Human resource
manager and project
consultant
Technical staff Management of new
technology
Second week Dec Human resource
manager and project
consultant
5

9. Measurement of success- Class room and practical test
Reporting of success
 Format of report- Excel sheet with test scores of employees
 Report will be produced weekly
 General manager will receive copy of report
10 List of resources
 GPS devices
 Trainer
 Class room and training equipment
12. Authorisation to implement strategy will be taken from General Manager
6

References
Bridges, W. (2017). Managing Transitions: Making the Most of Change. Boston: Da Capo Press.
Cummings, T. G., & Worle, C. G. (2014). Organization Development and Change. New York: Cengage
Learning.
Dievernich, F. E. (2014). Change Management and the Human Factor: Advances, Challenges and
Contradictions in Organizational Development. NewYork: Springer.
Goksoy, A. (2015). Organizational Change Management Strategies in Modern Business. Harshey: IGI.
Graetz, F., & Rimmer, M. (2012). Managing Organisational Change. New Jersey: John Wiley & Sons.
7