University Name: Change Management Report for Fast Track Couriers

This report assesses the change management needs of Fast Track Couriers, identifying key areas for improvement and strategic alignment. It analyzes the organization's goals, current state, and external trends to pinpoint operational changes required. The report examines the impact of human resources, processes, technology, and organizational structure on strategic objectives. It also addresses performance gaps, business opportunities, and stakeholder engagement, including the roles of IT and HR specialists. The analysis includes recommendations for adapting to market competition and government regulations, and proposes a plan for engaging stakeholders to prioritize and implement the necessary changes. The conclusion summarizes the challenges and the need for effective change management strategies to achieve organizational goals, particularly in relation to employee resistance and technological adoption.

Running head: CHANGE MANAGEMENT
Change Management
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Table of Contents
Assessment Task 1: IDENTIFY CHANGE REQUIREMENTS AND OPPORTUNITIES
......................................................................................................................................3
1. Analysis of the Organisational Goals for identification of the changes required
by Fast Track Couriers..............................................................................................3
1.1 Identification of the change requirements.......................................................3
1.2 Communication between the identified change and strategic planning aims
of the organisation.................................................................................................4
2. Review of the current state of the organisation for understanding the impact of
present policies, practices and operations on strategic goals of the organisation...5
2.1 Impact of Human Resources (People)............................................................5
2.2 Impact of Processes........................................................................................5
2.3 Technological Impact......................................................................................6
2.4 Impact of Structure..........................................................................................6
3. Monitoring external trends for identification of events and/or trends that might
impact achievement of the strategic planning goals of the organisation..................6
4. Identifying the major Operational Changes required............................................7
4.1 Identification of changes owing to performance Gaps....................................7
4.2 Identification of changes pertaining to Business opportunities.......................7
5. Identification of specialists who are required to be consulted for getting
assistance with identification of the change needs...................................................8

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6. Plan of the engagement of the Stakeholders (managers) for reviewing and
prioritising the changes required...............................................................................8
Conclusion................................................................................................................9

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Assessment Task 1: IDENTIFY CHANGE REQUIREMENTS AND
OPPORTUNITIES
1. Analysis of the Organisational Goals for identification of the changes
required by Fast Track Couriers.
1.1 Identification of the change requirements
Fast Track Couriers immediately require to introduce some changes in the
context of their organisational structure and operations as well. The major changes
required by the organisation are:
• The organisations needs to create their market share so that they become the
preferred choice as a “packers and movers” and a courier agency.
• The Delivery system of the Fast Track Courier Pty. Ltd needs some basic changes
so that the delivery times that they take to serve each customer might be reduced.
• The delayed distribution system results in late delivery of the customers’ parcels
and this can have a strict negative impact on the company and thus it can decrease
the delivery system of the company
• The scenario of paucity in participation during the training programs demands
change and the required change is to be brought about by creating trust within the
employees and the drivers as well and thereby motivate them to increase their
productivity level.
• The productivity reporting is needed to be completed by means of the PDA data.
• The Drivers are a big hindrance to change management and this can bring about a
subtle negative impact upon the company. Thus the drivers should be provided

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detailed explanation regarding the change and while implementing the change the
interests of the drivers is required to be kept in mind (Luo, 2015).
1.2 Communication between the identified change and strategic planning aims
of the organisation
Change in the organisational context is inevitable. Any organisation needs
change. However, the changes introduced should be in alignment to the
organisational strategies and goals. Accordingly, the required changes identified for
the Fast track Couriers Pty. Ltd. are linked with their operational goals and basic
strategies. The strategic goals and the associated changes for the organisation are:
 The organisation aims to expand a major share of their business in the
metropolitan cities. This certainly implies that the company wants to transfer
their market share in small delivery market to medium markets by 7.5%. In
order to attain this objective, the workforce have to be efficiently employed
and the technological innovations have to be effectively implanted.
 The implementation of advanced technologies like Global Positioning system
(GPS) facility or PDA system is able to enhance the productivity of the
distribution system.
 The employees have to be given conducive training sessions so that they can
update themselvesin alignment to the technological innovations introduced
and thus the new the new organisational structure created. This would help in
retaining their trust in the organisation and they would not perceive the
organisational changes introduced a threat. However, the basic changes that
would be made in the workforce, have to be done keeping in memory the
requirements of the organisation’s work force.

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2. Review of the current state of the organisation for understanding the impact
of present policies, practices and operations on strategic goals of the
organisation
The present state of the organisation in context of the policies’ and practices
of the organisation as well as its operations create a major impact upon the strategic
objectives of the Fast Track Couriers Organisation.
2.1 Impact of Human Resources (People)
As observed in the provided scenario, the company’s work force largely
affects the strategic goals of the company. As long as the drivers and the other
employees of Fast track Couriers do not feel comfortable in the changed
environment and feel thoroughly motivated to work, they would not be able to
achieve the desired organisational targets. The drivers have a perception that
implantation of a technology like the PDA system inside the trucks evidently implies
that the management do not have trust on them (Izzah, Rifai and Yao, 2016). As a
consequence the employees and drivers do not engage themselves in any training
program arranged by the management of Fast track Couriers Pty Ltd. The
organisation also altered their formed policy of two drivers per truck to a single driver
for each truck. This is bound to affect the working potential of the drivers who have
been accustomed to the previous set up.
2.2 Impact of Processes
The Distribution process followed by the company makes work slow owing to
which the company is unable to achieve their target of shorter delivery time and
conclusively higher delivery speeds. On top of that the drivers are reluctant to accept
the implantation if the PDA system in the trucks and the automatic technology of

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lifting of gates. This is because the drivers are feeling that since this would require
manual loading and manual unloading service, the deliveries would be slowed down
further.
2.3 Technological Impact
The workforce of the company is also unwilling to adapt the technological
innovations in the company like GPS installation and using of the PDA system. They
are putting up this resistance since they suppose that the company have lost trust
upon them and this is why they are relying upon technologies for monitoring how
they work. As an outcome of this confusion the installation of the technologies are
getting delayed and in turn the delivery periods are becoming longer.
2.4 Impact of Structure
The G.M of Fast Track Couriers is always on road owing to which, he is
unable to observe the real time working state in the organisation. He is totally
dependent on the performance reports sent to him from the headquarters and the
truck drivers. He also builds the policies based on the information received. Lack of
administration of the workforce and control over them has led to a depreciation of
motivation among the employees which prevents them from working impactfully.
3. Monitoring external trends for identification of events and/or trends that
might impact achievement of the strategic planning goals of the organisation
There are two external market trends that might adversely impact the process of
achieving the organisational objectives. These are:
 Market Competitors

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In case if the market competitors of Fast Track Pty. Ltd. are able to implant the
technologies successfully and easily convey the positive impact of these changes in
the company to the employees and the drivers, then the company would lose their
share of the market since the customers would prefer the faster deliveries of the
other couriering agencies.
 Government regulations and policies
The government might change the road transit policies or increase the road tax or
even the toll taxes, then the operational cost of the company would significantly
increase and they would be left with no other option than to heighten their service
charges and thus invite higher market competition.
4. Identifying the major Operational Changes required
4.1 Identification of changes owing to performance Gaps
Primarily the Company followed the policy of maintaining two truck drivers for
each truck. However, now the number is reduced to one. This policy of the company
also faced resistance from the end of the drivers as they were more comfortable with
the previous strategy. The company has separated the drivers for the own well of the
organisation, but in effect the drivers went on a uncalled strike as a result. Actually,
the policy of the company was to employ the other drivers for driving new trucks that
have been purchased by them.
4.2 Identification of changes pertaining to Business opportunities
The organisation has ample possibility of creating market share in Sydney
and later increase the share by 7.5%. This is why the company has decided to run 8
more trucks. This would help the company to increase their customer base.

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4.3 Identification of Changes for the threats
Drivers in the company were also not ready to participate in the training
program arranged by the management for running the PDA systems effectively.
Besides, te drivers have threatened that they would go on a strike if the company
followed the same tactics and policies. This forced the company to stick to the policy
of two drivers for each bus.
5. Identification of specialists who are required to be consulted for getting
assistance with identification of the change needs
The following specialists are required to be consulted for identifying and
managing the organisational changes.
 IT Specialists
The specialist group would explain to the employees and make them understand
the change effects of using technology and also make them learn the use of the
technologies (Jeske, Chimusoro&Karodia, 2015).
 HR Specialist
The HR specialists will work towards unification and assembly of the workforce
and thereby motivate them to make better performance and accept the change plans
of the company.
 Market Analyst
This group of specialist would analyse the market for the company and provide
them relevant information for making essential changes and thereby increase the
share in the market of Sydney.

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6. Plan of the engagement of the Stakeholders (managers) for reviewing and
prioritising the changes required
 General Manager of Fast Track Courier Pty. Ltd. have to be informed of all
changes required by the organisation in terms of technology, human resource,
organisational processes and structure.
Conclusion
The Organisation brave undertaken several change plans, but have also
come upon sheer resistance from the employees’ end. In the endeavour of including
some technological changes like including the GPS facility of the PDA system for
improving the working efficiency of the drivers and also facilitating them to easily
reach the destination, they have faced acute resistance from employees who have
imagined that the management do not trust them anymore. Again, the changes like
removing companion drivers of each truck or installing automatic gate lifting facility in
each truck, annoyed the drivers, who felt that this would slow down the work process
and the deliveries would be further late. The fleet of the trucks have been enhanced
by 8, in an attempt to capture the market in Sydney and also lessen the time of each
delivery.

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Reference List
Izzah, N., Rifai, D. and Yao, L., (2016). Relationship-courier partner logistics and e-
commerce enterprises in malaysia: A review. Indian Journal of Science and
Technology, 9(9).
Jeske, H., Chimusoro, E. and Karodia, A.M., (2015). An Evaluation of Customer
Service and the Impact of Efficiency on Namibia's Logistical Sector: A Study
Involving Selected Courier Companies. Singaporean Journal of Business,
Economics and Management Studies, 51(1813), pp.1-38.
Luo, D., (2015). Enhancing vehicle utilization via a mobile application within the
courier industry in New Zealand: a thesis presented in partial fulfilment of the
requirement for the degree of Master of Supply Change Management at Massey
University, College of Sciences, School of Engineering and Advanced Technology,
Manawatu, New Zealand (Doctoral dissertation, Massey University).