University Project: Lead and Manage Organisational Change - BSB80615

This project report analyzes the need for organizational change within Tassie Hardrock Enterprises, focusing on operational and human resource improvements. It begins with an executive summary and table of contents, followed by an in-depth environmental analysis including strategic c...Read More

Running head: LEAD AND MANAGE ORGANISATIONAL CHANGE
Lead and Manage Organisational Change
Name of the Student
Name of the University
Author Note

1LEAD AND MANAGE ORGANISATIONAL CHANGE
Executive Summary
The report intends to analyse the change occurred in the operations and human resources of
Tassie Hardrock Enterprises. The paper describes the operational functions of the house and
proposes change policies. With reference to organisational objectives, strategic analysis is
done on the environment and suggested the best practices change management model. The
cost-benefit analysis, communication and education strategy, risk assessment and change
management plan are discussed.

2LEAD AND MANAGE ORGANISATIONAL CHANGE
Table of Contents
Assessment 1:.............................................................................................................................4
A. Environment analysis: Change Requirement Report........................................................4
Introduction........................................................................................................................4
Strategic change needs.......................................................................................................4
Policy review......................................................................................................................4
PEST analysis.....................................................................................................................5
SWOT analysis...................................................................................................................6
Conclusion..........................................................................................................................7
B. Change management project plan.....................................................................................7
Cost-benefit analysis..........................................................................................................7
Risk management plan (analysis).......................................................................................7
Resource requirements.......................................................................................................8
Gantt chart..........................................................................................................................8
C. Education plan...................................................................................................................9
D. Barriers to risk management plan......................................................................................9
E. Change management process.............................................................................................9
F. Gap analysis & Evaluation form......................................................................................10
Assessment 2:...........................................................................................................................11
Stakeholder analysis.............................................................................................................11
Role play Script....................................................................................................................12
Assessment 3:...........................................................................................................................13

3LEAD AND MANAGE ORGANISATIONAL CHANGE
Question 1:...........................................................................................................................13
Question 2:...........................................................................................................................14
Question 3:...........................................................................................................................14
Question 4:...........................................................................................................................14
Question 5:...........................................................................................................................15
Question 6:...........................................................................................................................15
Reference..................................................................................................................................17

4LEAD AND MANAGE ORGANISATIONAL CHANGE
Assessment 1:
A. Environment analysis: Change Requirement Report
Introduction
The report focuses on identifying the internal and external environment for the
changes to be implemented in the company operations and functioning of Tassie Hardrock
Enterprises. The two significant changes to be implemented will be stated along with reviews
and secondary changes happening.
Strategic change needs
The strategic change needs in Tassie is led by the failure of improvement operations
in 2010. The need of change is identified based on the behaviour of employee regarding their
positional security and fear to change. Even after reforming the policies of implementing
change, the motive of the matured employees cannot be altered. Hence, the seriousness of
engaging them in change management can be done by improvising ideas from them and
implement rather than imposing. This will maintain their trust on the organisation.
Policy review
Briefing the policy Implication outcome
Scope The policy aims to commit to continuous improvement and
define every measures of project management undertaken.
The reformation of the existing policies bring a certain
change in perception of the employees to think in their own
way for making organisation operations better.
The two main changes to be implemented are:
1. Continuous improvement of operations: The motive of
bringing change in the company is to improvise the

5LEAD AND MANAGE ORGANISATIONAL CHANGE
performance of the employees with help of proper
training as well as new staffs.
2. Communication channels with employees to be
improved: The improvement in the communication
channel can be done through technological development
that will enhance the operational performance of the
company as well.
Understanding the need of
change in the changed
policies
The employees if encounter any problem with the formed
policies has to be made understood the needs. The business
philosophy is brought under reformation.
Change in the leadership
style or functioning
framework
Due to change in the style of functioning, the employees
might find it difficult to work smoothly in the beginning
and hence, had to be guided. Employees learning the new
policies reflect positive impact on the working
environment.
Responsibilities The changed policies when proposed and communicated
have to be documented and shared and revised as per
suitability of the policies.
PEST analysis
The assessment of the Tassie Hardrock Enterprises is key to perceive its fusing
conduct adjacent the strategies of the various capable house to make sensible philosophy.
There are parts influencing the relationship from political sources, economic adequacy, social
causes and technological point of view.
Political The political fragments influencing the affiliation is seen in political
powers of the general populace like government, intrigue get-togethers
and the legitimate relationship of the business keeps up a total burden for

6LEAD AND MANAGE ORGANISATIONAL CHANGE
making it go about as electronics industry. Political impacts in the general
populace and electronics are essentially related. The restoration of the
present models is beginning at now driving the house to bring change
else, it must be closed down. This is the general reaction of political
impacts in the market that triggers the test point to change.
The legal issues are associated with the administrative measures in the
states and the affiliation that reflects abidance of the electronics house
with the laws. The adjustment in the structure of alliance is going to affect
the real partitions according to the business laws and permitting conducts
(trend).
Economic With reference to economic impact, the strength and position of the
company are seen with its unaltered arrangement of the alliance that has
acknowledged them setback and preferred position to its enemies (trend).
The economic power of the electronics business depends upon the
intensity of commercialisation and hypotheses on the positive choices in
the range.
Social The social portions influencing the affiliation are society glides that is
best revealed by an electronics affiliation. The social models proposing
the arrangement, talks, direct, and invigorates on the general populace are
the sources dependent on which the electronics houses are set up to frame
or circle (events).
The regular effect is down and out some place around its corporate social
commitment towards the nature. The expense of signs and press are to be
redesigned dependent on the utility of standard assets. Digitalisation can
help sparing papers utilized for printing magazines and reduced

7LEAD AND MANAGE ORGANISATIONAL CHANGE
mechanical waste affecting the earth (event).
Technologica
l
The technological clarification is apparent by the need for explicit
improvement of the business as a digitalised electronics. Different
electronics houses in the general populace are beginning at now
prosperous with the utilization of digitalisation that had been influencing
Tassie in loosing readership this horrible way (trend).
SWOT analysis
Strengths
 Quality of service and products
 Efficient customer service
Weaknesses
 Employee integration
 Unworthy management processes
Opportunities
 Internationalisation scope
 Attracting investors
Threats
 New entrants in market
 Lack of employee integration
Conclusion
Hence, from the above discussions, it can be concluded that Tassie is having a huge
scope in the market and can revive their communication and operations by bringing change to
overall performance of the company.
B. Change management project plan
Cost-benefit analysis
COMPANY NAME Tassie Hardrock Enterprises
PROPOSED
PRODUCT/INITIATIVE/SERVIC
E
Communication channel improvement
QUANTITATIVE ANALYSIS YEAR 1 YEAR 2 TOTAL
NON-RECURRING COSTS

8LEAD AND MANAGE ORGANISATIONAL CHANGE
Hardware $ 121,000.00 $ 125,000.00 $ 246,000.00
Servers $ 50,000.00 $ 52,000.00 $ 102,000.00
Desktop $ 60,000.00 $ 32,000.00 $ 92,000.00
Telecommunication equipment $ 12,000.00 $ 10,000.00 $ 22,000.00
Software (packaged or custom) $ 2,650.00 $ 7,842.00 $ 10,492.00
Furniture and fixtures $ 56,000.00 $ 4,578.00 $ 60,578.00
Project organizational/support costs $ 54,800.00 $ 55,541.00 $ 110,341.00
Planning (upon approval) $ 20,000.00 $ 20,000.00 $ 40,000.00
Procurement $ 12,500.00 $ 15,415.00 $ 27,915.00
Labour $ 548,000.00 $ 514,150.00 $ 1,062,150.00
Infrastructure $ 25,111.00 $ 64,000.00 $ 89,111.00
Development $ 68,000.00 $ 75,000.00 $ 143,000.00
Business Process owners (users) $ 32,510.00 $ 45,282.00 $ 77,792.00
Management $ 25,000.00 $ 28,000.00 $ 53,000.00
Training of employees (pre-
implementation) $ 30,000.00 $ 38,900.00 $ 68,900.00
Transition costs (parallel systems) $ 15,000.00 $ 19,000.00 $ 34,000.00
Post implementation reviews $ 32,478.00 $ 51,251.00 $ 83,729.00
TOTAL NON-RECURRING
COSTS $ 1,165,049.00 $ 1,157,959.00 $ 2,323,008.00
RECURRING COSTS
Hardware/Software $ 5,213.00 $ 2,468.00 $ 7,681.00
Software maintenance and upgrades $ 15,654.00 $ 25,461.00 $ 41,115.00
Computer supplies $ 13,482.00 $ 27,854.00 $ 41,336.00
Desktops (incremental to the
project) $ 21,515.00 $ 35,612.00 $ 57,127.00
Help Desk support $ 12,000.00 $ 13,000.00 $ 25,000.00
IT staff costs (incl. benefits) $ 4,502.00 $ 24,120.00 $ 28,622.00
User training $ 54,831.00 $ 65,665.00 $ 120,496.00
Other $ - $ - $ -
Telecommunications $ 6,592.00 $ 5,412.00 $ 12,004.00
Office leases $ 15,000.00 $ 15,200.00 $ 30,200.00
TOTAL RECURRING COSTS $ 148,789.00 $ 214,792.00 $ 363,581.00
TOTAL COSTS $ 1,313,838.00 $ 1,372,751.00 $ 2,686,589.00
QUANTITATIVE BENEFITS YEAR 1 YEAR 2 TOTAL
REVENUES
Sales $ 652,189.00 $ 785,429.00 $ 1,437,618.00

9LEAD AND MANAGE ORGANISATIONAL CHANGE
Shareholders $ 964,521.00 $ 894,521.00 $ 1,859,042.00
TOTAL REVENUES $ 1,616,710.00 $ 1,679,950.00 $ 3,296,660.00
COST SAVINGS
Decreased cost of services provided $ 54,892.00 $ 45,752.00 $ 100,644.00
Savings from Business process
improvements $ 44,542.00 $ 25,694.00 $ 70,236.00
Productivity gains $ 54,844.00 $ 25,616.00 $ 80,460.00
Savings from structural changes $ 45,870.00 $ 12,256.00 $ 58,126.00
Savings from optimized
information (or flow) $ 55,000.00 $ 23,000.00 $ 78,000.00
Decreased information publishing
cost $ 12,400.00 $ 14,520.00 $ 26,920.00
Reduced staffing cost (incl.
overtime) $ 4,576.00 $ 5,497.00 $ 10,073.00
Reduced staff turnover costs $ 36,590.00 $ 15,269.00 $ 51,859.00
TOTAL COST SAVINGS $ 308,714.00 $ 167,604.00 $ 476,318.00
TOTAL BENEFITS $ 1,925,424.00 $ 1,847,554.00 $ 3,772,978.00
QUANTITATIVE ANALYSIS YEAR 1 YEAR 2 TOTAL
BENEFITS
COST SAVINGS $ 308,714.00 $ 167,604.00 $ 476,318.00
COST AVOIDANCE $ - $ - $ -
REVENUE $ 1,616,710.00 $ 1,679,950.00 $ 3,296,660.00
OTHER $ - $ - $ -
TOTAL BENEFITS $ 1,925,424.00 $ 1,847,554.00 $ 3,772,978.00
COSTS
NON-RECURRING $ 1,165,049.00 $ 1,157,959.00 $ 2,323,008.00
RECURRING $ 148,789.00 $ 214,792.00 $ 363,581.00
TOTAL COSTS $ 1,313,838.00 $ 1,372,751.00 $ 2,686,589.00
NET BENEFIT OR COST $ 611,586.00 $ 474,803.00 $ 1,086,389.00

10LEAD AND MANAGE ORGANISATIONAL CHANGE
Risk management plan (analysis)
Risk Potential
Areas
Of Impact,
I.E., Assets,
Department
s, Business
Entities
Financial
Impact
Risk Severity Risk
Likelih
ood
Risk Level Mitigations
/ Warnings /
Remedies
Party
Respons
ible
Suppliers Production Moderate ACCEPTABL
E
IMPRO
BABLE
LOW Sequential
transactional
relationship
Operatio
ns
Technology Operations/
IT
Moderate TOLERABLE POSSIB
LE
MEDIUM Secured IT
help and
training
IT
Competitors Business Huge UNDESIRAB
LE
PROBA
BLE
HIGH Developing
better
services and
products
Marketin
g
Employee
redundancy
Operations Massive INTOLERAB
LE
PROBA
BLE
EXTREM
E
Favourable
HR policies
HR
Resource requirements
The resources required for the change management implementation are human capital
that would consist teams of trainers and influencers. Physical and financial resources are the
equal needs for developing and executing a change process. The physical resources will be
referring to sitting arrangements, computers and other related appliances that will be requires
to communicate the change strategies to employees. Financial resources refer to the
investments for globalising the strategies in benefit of the company and generate revenue.
Gantt chart
Main activities/ stages Month
February
Month
March
Month
April
Month
May
Month
June
Month
July
Strategy identification 
Data collection (responses)  
Framing layout 

11LEAD AND MANAGE ORGANISATIONAL CHANGE
Creating agenda   
Formation of change Plan  
Selection of the Appropriate
Techniques
 
Consulting with teams  
Analysis & Interpretation  
Concluding implementation 
Formation of reporting 
Final review 
C. Education plan
PROJECT NAME Reforming continuous improvement plan
PROJECT MGR.
ORGANIZATIO
N Tassie Hardrock Enterprises
EVENT / ACTION /
STRATEGY
EST. DATE
OF EFFECT
TARGETED
STAKEHOLDERS
REASON FOR
COMMUNICATION
METHOD OF
COMMUNICATION
Announcement
of Change 05.07.2020
Employees,
Supplier s,
Customers
Making the
subjects aware of new
changes within the
firm, services and
cost policies
Meetings,
newsletters, NEWS
papers, e-mails,
social electronics
Change
Implementation
Training
06.08.2020 Employees Understanding
rules and policies Meetings
Activity 1 05.08.2020 Customers Promotion of new
services
Digital
electronics, print
electronics, TV
announcements
Activity 2 06.08.2020 Suppliers Reallocating raw
materials and costs Letters, meetings

12LEAD AND MANAGE ORGANISATIONAL CHANGE
Activity 3 14.08.2020 Government
Legalising the
change with due
permission
Appointments
with administrative
officials and file
appeal
D. Barriers to risk management plan
The major barrier to the risk management is opposition from the employees with
regards to their previous experience regarding the change. Hence, the preliminary obstacle
followed by the new reformation will be confronting obstacles regarding employee
operations function.
E. Change management process

13LEAD AND MANAGE ORGANISATIONAL CHANGE
F. Gap analysis & Evaluation form
Strategic objective
(GAP)
Current stand Deficiency Action plan
Employee
involvement and
trust
Company has
developed new
strategies
Employees are
currently not
effective due to
earlier mishaps
Improvising
organisational
effectiveness
through work plan
PROCESS SCHEDULE: Change Management Plan
Activit
y Id Activity Description Party
Responsible
Expected
Start Date
Expected
End Date
CM1: Calling up for the meetings to
discuss effectiveness of change in
staffing system at head office and
printing and distribution teams
Head
administratio
n
05.06.201
9
05.07.201
9
CM2: Allocating team slots to work on
individual expertise for existing
operations employees
Operations
department
06.07.201
9
13.07.201
9
CM3: Creating the new human resource
policies and procedures to be
implemented in the new framework
Senior HR/
CEO
14.08.202
0
31.08.202
0
CM4: Communicating the changes in HR
policies and remuneration slots to
existing employees and ask for
feedback
Senior HR/
CEO/ Board
of Directors
01.09.202
0
10.09.202
0
CM5: Collecting employee feedback and
analyses
Senior HR/
CEO/ Board
of Directors
11.09.202
0
16.09.202
0
CM6: Meetings: To declare the issues
arose and creating a gateway to
resolve them
CEO/HR 20.09.202
0
21.09.202
0
CM7: Reforming the updated policies and
sticking to it HR/CEO 27.09.202
0
29.09.202
0
CM8: Official employment contracts
signing and getting enforced under
the new system
HR, T&D
manager
01.10.202
0
1-4
months

14LEAD AND MANAGE ORGANISATIONAL CHANGE
policies
Communication gap Company has
developed new
strategies
Reluctant and rigid
behaviour of
employees due to
inefficiency of
management
Policies being
implemented for
introducing
innovation
Assessment 2:
The role-play is to be played by the between operations manager and stakeholders.
Stakeholder analysis
PRO
JEC
T
NA
ME
PROJ
ECT
MANA
GER
DAT
E
0.0.
0
NA
ME
OR
GR
OUP
ROL
E
PREDIS
POSITI
ON
ANTIC
IPATE
D
INVOL
VEME
NT
ANTIC
IPATE
D
ISSUE
S
MOTI
VATI
ON /
DRIV
ERS
EXPEC
TATIO
NS OF
EXCHA
NGE
MILE
STON
ES
ACTI
VITI
ES
RESP
ONSIB
LE
PART
Y
STA
TUS
Cust
omer
s
Incre
ases
the
comp
any
reven
ue by
incre
asing
sales
Neutral Moderat
e
Nothin
g as
such
Quality
of
produc
ts
deliver
ed
Accessib
ility at
maximu
m level
Ideas
regard
ing
produc
t
develo
pment
Surve
y
revie
w
Produc
t
develop
ment
team
Lac
k of
prod
uct
vari
atio
n
Emp
loye
es
Incre
ases
the
orga
nisati
on
prod
uctivi
ty
Ambival
ent
High Failure
of
merger
strateg
y
Produc
tivity
Work
policy
develop
ment
Imple
mentat
ion
Execu
te the
strate
gies
Employ
ees of
operati
ons
depart
ment
Lac
k of
trust
Supp
liers
and
Supp
lies
raw
Supporti
ve
High Expans
ion to
interna
Revenu
e
Increase
sales
Suppor
t
implem
Suppl
y and
distrib
Commu
nicatio
n team
Lac
k of
supp

15LEAD AND MANAGE ORGANISATIONAL CHANGE
distr
ibuto
rs
mate
rials
and
distri
butes
final
prod
uct
tional
growth
entatio
n
ute
efficie
ntly
along
with
promo
tion
ort
Inve
stors
Help
s in
capit
al
devel
opme
nt of
the
comp
any
Supporti
ve
High Investi
ng
based
unorga
nised
plans
Profit
and
recogni
tion
Increase
revenue
Suppor
t
implem
entatio
n
Invest
in
intern
alisati
on of
the
comp
any
Admini
strative
and
busines
s
develop
ment
manag
er
Lac
k of
inno
vati
on
Role play Script
Situation: Discussing change management processes and strategies in the company for
developing operational efficiency, innovation and making employees trust and enjoy the
change era.
Role played: Project manager, investors group, employee groups and absolute internal
customer to represent the views of market demand.
Manager : Good morning everyone. We have come up with a new plan
that is felt to have a thorough discussion so that we can extract
concrete reviews and work on it to make perfect move.
All the groups : Good morning.
Manager : The company planned to expand its stores in the suburbs of
Melbourne. However, we certainly ended up in failure and as a
result, 25% of our employees that time were affected. I am
sure, one of them present here will surely come up with
strength plans.
Employee : The incident was disastrous enough to alter my corporate
career. However, with gradual development of the company,
the organisation has helped me to grow. It was needed for the
management to focus on planning rather than just jumping into
the change.
Manager : I wholeheartedly support your statement and empathise with

16LEAD AND MANAGE ORGANISATIONAL CHANGE
the struggle you and your colleagues have gone through. This
time we are planning to imply the action again for sake of
expanding the sales. However, this time we are going through
proper preparation to avoid any kind of error or hampering the
career of our stakeholders.
Internal customer : We were planning to introduce briefing strategies. What are
they? A question to add on is how should we be tackling the
opposition or restrictions we are going to face internally?
Manager : The internal complications are of primary priority and we are
focusing on implementing communicational activities that will
engage employees in activities and open session for discussing
ideas. Moreover, from the perspective of supportive investors
here, our research and development team will be
communicating with you regarding the scope we have found in
the new markets so that you can set up your investment plans
accordingly. Do you feel there is any other point we are
missing out?
Investors : What is the USP you have found in the new markets? Just brief
Manager : Less competition and labour intensive market. As far as our
performance is concerned, if we are ruling here, our
wholehearted effort will make us the only monopoly in that
market.
Investors : That sounds good.
Employees : So are you approaching to a wider culture diversification
working system?
Manager : Certainly yes. Moreover, we are getting the scope of
developing our corporate social responsibilities. I will be
mailing you all the details regarding the meeting minutes,
policy implementations and consent forms. Please come up
with any query you have and we are trying our best to make
this project successful.
With a note of thanks to all our dear supporters, I would like to
end the meeting here. Thanks a lot.
All the group : Thank you. [employees] We look forward to be a part of a
better workplace functions.

17LEAD AND MANAGE ORGANISATIONAL CHANGE
Assessment 3:
Question 1:
According to Kurt Lewin’s model of change, the three major stages of change process
are unfreezing, change and refreezing. The unfreezing stage refers to the situation before a
change is implemented where the changing need and factors are analysed. The change stage
is the implementation stage including implantation of the changes identified and strategies
accordingly. The last stage is the refreeze that means tracking back to normal state of the
organisational functioning after the company accepts and goes smoothly with the change
implemented. The process of change management involves many fine interlude stages as per
the Kotter’s model of change that also include these three prime stages of developing change.
Question 2:
The communication strategy consists of five stages of cycle including encoding,
message, medium, decoding and feedback. The complimentary factors amongst this cycle
stages are noises and body language. During embedding the change, the communication
strategy included the five stages of the communication cycle including encoding the policies
to the employees. The medium of messaging can be verbal talk and e-mailing the written
statements. The employees are encoding the message that are the policies and giving
feedback to it. In between there are concerns like intervention of higher level authorities and
added values that act as noises in the cycle.
Question 3:
The impact of change in organisational behaviour can be measured on different terms.
The major impact alters the culture of the organisation that helps the company to develop
their working journey with implementing new strategies. The company tends to use better
way of executing the functions that involve better reward systems for the employees. The

18LEAD AND MANAGE ORGANISATIONAL CHANGE
decision making and interpreting to different business environment factors are also
influenced by the change. Moreover, the employees develop themselves to accept and
respond to further change in the company and managing them efficiently. Employee
behaviour is largely impacted by the culture and motivation.
Question 4:
The external environment that impact change strategies can include the behaviour and
functions of suppliers and customers. The external stakeholder behaviours impact the overall
functioning of the organisation. Increased competition or entry of new threat in the market is
another factor adding to the impactful change in an organisation. The competitive rivalry as
analysed by Porter’s five force factors can individually impact the change strategies of an
organisation. The behaviour of the political as well as legal framework may not get along
with change in the companies due to unfulfilling terms as well as innovative notion of the
companies being introduced.
Question 5:
Amongst the different significant stages change management project plan
components, the two most important components are analysing the need of change and
feedback mechanism. Though every aspect is important in a change process management but
the evaluation of the change to be initiated is important. This is considered as the foundation
of the process management. Later to the implementation of the process, feedback mechanism
that will collect the opinion from the employees is important to analyse for necessary
amendments and re-evaluation of the policies implemented. This will assess the varying
needs and diversity of the organisation also leading to think innovatively.
Question 6:
The four significant barriers to change and management to them are:

19LEAD AND MANAGE ORGANISATIONAL CHANGE
Lack of involvement of employees- Developing communication strategies and activities can
make the employees speak and discuss about the need. Involving in activities can help the
employees become more engaged and that is to be developed through innovation to cut the
monotony of work frame.
Bad planning of culture shift- Thorough research and efficient development of
implementation strategy can reduce the risk of wrong planning and its impact on the change
process management.
Complexity of organisation- There can be complicated organisational operations that act a
barrier to change implementation and therefore, needs to follow organised plans and change
flexibility strategies.
Ineffective communication- The ineffectiveness of communication channels and intentions
can be developed by implementing flexible communication channels and activities that
involve continuous communication needs.

20LEAD AND MANAGE ORGANISATIONAL CHANGE
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