Influence Groups and Individuals(Project plan and presentation)

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(Project plan and presentation)
Submission details
The Assessment Task is due on the date specified by your trainer. Any variations to this arrangement must be approved in writing by your trainer.
Submit this project work and presentation) with any required evidence attached. See specifications below for details.
You must submit both printed copy and soft copy of your answers in a word document.
Submit the printed copy of required evidences (your answers) to your Trainer with the “Assessment Cover Sheet” (Filled out and signed appropriately) attached on top of your documents.
Upload the softcopy on the link provide in the eLearning site.
The Trainer/Assessor may further prompt and question in order to receive answers of appropriate quality or if further clarification required and to validate authenticity of your submitted work.
Assessment description
Using the workplace scenario information provided, you will plan the implementation and resourcing of an organisational change strategy, consult with various stakeholders, and implement a key part of the change strategy. At all stages, you will build support for the implementation.
Note: You will need to keep copies of the work you undergo in this Assessment Task for further use in Assessment Task 3.
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Procedure
1. Review the simulated business documentation, including policies and procedures, in Appendix 1 ‘Max Lionel Realty’. Review templates contained in Appendix 2 ‘Templates’ for possible use or adaptation in completing assessment task requirements.
2. Review the scenario information below.
3. Develop action plan for implementation of the change strategy.
4. Develop a budget for the strategy.
5. Develop a communication plan for the change strategy.
6. Arrange a time to meet with CEO (your assessor) to discuss planning. Prepare to:
○ employ appropriate leadership style
○ discuss plans and budget and gain support
○ explain how plans meet organisational, legal requirements, etc.
○ explain how communication plan accounts for needs of internal and external groups
○ discuss modes of communication (e.g. presentations, flyers, posters, training notes, etc.) in implementation plans
○ explain how plans align to organisational risk management plans, for example, explain how the change strategy mitigates certain risks outlined in the risk register
○ discuss consultation with managers (key part of implementation).
7. Revise plans/budget based on consultation with CEO. Keep drafts of plans to provide evidence of consultation and continuous improvement.
8. Consult with managers (individuals chosen by your assessor to play the roles of managers) to implement part of change management strategy (inform managers, gain support, seek feedback and suggestions for improvement). Ensure you:
○ employ an appropriate leadership style
○ model and encourage ethical behaviour.
9. Revise plans/budget based on consultation with managers. Keep drafts of plans to provide evidence of consultation and continuous improvement.
10. Submit documentation as per specifications below.
Scenario 1
You are the Operations General Manager at Max Lionel Realty (MLR). The CEO, Max Lionel has asked you to initiate and implement a change strategy to improve organisational culture and ensure ethical and legal compliance of agents. Key outcomes of the strategy will be:
● development of an ethics charter for the business based on WHS responsibilities and Real Estate Institute of Victoria (REIV) Code of Conduct
● revisions made to existing policies and procedures to incorporate use of charter by agents
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● training for managers and agents on use of charter, WHS responsibilities and legal/ethical responsibilities.
Previous needs analysis for this strategy has uncovered characteristics and requirements of various groups and stakeholders:
Agents (40)
Clients
Tenants/wider community
 under stress; time poor
 highly trained and competent in selling and managing real estate
 unaware of legal, ethical requirement; just want to please clients
 even if aware, have no idea how to apply to daily client practice
 unclear on overall strategic aims of MLR
 culturally diverse.
 cynical: e.g. ‘why do I have to pay attention to MLR’s internal business? I just want them to manage my property.’
 time poor
 not sure of MLR obligations and commitment to best-of-breed client service and ethical practice, REIV Code of Conduct
 feel that it’s the agent’s obligation to fill rental/lease properties according to client wishes: e.g. ‘I choose who lives in/leases my property’
 culturally diverse.
 sometimes feel discriminated against on basis of:
 lifestyle
 family status
 cultural background
 income, etc.
 residential agents have been rude or insensitive on occasion: e.g. ‘you wouldn’t treat your rich clients or investment partners this way’
 do not feel they are adequately consulted
 residential/commercial agents/clients have let themselves in without consultation
 inspections are sometimes unannounced
 feel that the real estate business is crooked
 culturally diverse.
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The following resources are available from preferred suppliers Ace Consultants:
Human resourcing
Cost
Developer/writer
$120/hr
Advertising and promotions consultant
$150/hr
Quality assurance person/editor
$120/hr
WHS trainer/facilitator
$120/hr
Anti-discrimination trainer/facilitator
$120/hr
Mary Stewart (WHS consultant)
$150/hr
John Ng (CPA)
$150/hr
Pat Lee (Lawyer: anti-discrimination expert)
$150/hr
Other resourcing
Off-site training room (catered ) with space for ten people
$400/hr
Promotions package: email, social media, trade magazine placements, local newspaper copy.
$4000
The total budget for the change strategy: $12,000
You will need to:
 develop a draft action/implementation plan for the implementation of the strategy, including all activities to be undertaken
 develop a draft communications plan for internal and external stakeholders
 consider resourcing requirements and develop a draft budget
 consider modes of communication
 include in action/implementation plan (and communication plan) a meeting with managers as a key part of building support for change strategy and gaining input
 meet CEO to approve draft planning documents
 meet with managers to present draft strategy and gain input.
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Task Specifications
You must:
 meet with CEO (your assessor) to approve change strategy
 plan and deliver a presentation to managers (approx.. 10-15 slides)
 submit:
o action plan for implementation, budget, communication plan (use the templates provided)
o drafts of evolving planning documents (approx. 500 words)
o presentation notes, PowerPoint slides, etc.
Your assessor will be looking for:
 interpersonal skills to communicate and inspire trust and confidence of others and to ensure their cooperation and support
 risk management skills to analyse, identify and develop mitigation strategies for identified risks
 knowledge of business ethics and their application
 knowledge of leadership styles and their application
 knowledge of legislation, codes and by laws relevant to the organisation’s operations
 knowledge of organisation mission, purpose and values
 knowledge of organisation objectives, plans and strategies
 knowledge of organisational change processes.
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AppendixAppendixAppendixAppendixAppendixAppendixAppendixAppendix
Fast Track Couriers Pty Ltd
Task
It is the end of the 2011 financial year. You are an external change management consultant employed by Fast Track Couriers. You have been asked by the General Manager to prepare a report to identify opportunities and requirements for change for the organisation in the coming year.
You have been given some information about the organisation and the organisation’s strategic goals. Specific operational and human resources goals were developed to support the strategic goals.
The strategic goals were developed as a result of external market research indicating an opportunity for Fast Track Couriers to build market share in Sydney. The business has the opportunity to increase Sydney market share by 7.5% on the back increased efficiency and shorter delivery times from larger truck fleet and improved distribution systems.
You have also been given some information about employees and some background information regarding the organisation’s workforce relations.
Before submitting the final report, you will need to review your proposed changes with all relevant manager stakeholders. The General Manager is very concerned about identifying change requirements in close consultation with key management stakeholders within the organisation in order to ensure the least resistance to implementation.
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About Fast Track Couriers
Fast Track Couriers is a courier company that has been operating in New South Wales for the last 15 years. Its primary business function is delivering medium to large size packages across metropolitan Sydney.
Strategic plan goals
The organisation’s strategic goals are:
 to expand business in the metropolitan area so that small to medium package deliveries market share increases by 7.5%
 to develop an integrated approach to distribution management utilising technology such as PDA devices and GPS
 to develop and maintain a cohesive and well-motivated workforce.
Strategic goals are supported by the following operational and human resources goals.
Operational plan goals
 Testing of the distribution management system is to cease and allow implementation within the first quarter of the 2012 financial year.
 The truck fleet will need to be expanded by 8 trucks within the 2012 financial year.
Human resources goals:
 To incorporate a Human Resources function to facilitate the changes in workforce management in the first quarter of the 2012 financial year.
 Introduce professional development and training to achieve organisational goals and promote understanding of organisation’s strategic goals in the first quarter of the 2012 financial year.
 Eliminate industrial relations problems in the 2012 financial year. Conclude negotiations with employees and union.
 Eliminate lifting injuries.
Employee profile
Fast Track Couriers employee the following people:
 General manager (GM) – Generally on the road; never in office.
 Chief financial officer (CFO) – Reports to GM and keeps office hours; 9–5, Mon–Fri.
 Accountant – Reports to CFO and keeps office hours; 9–5, Mon–Fri.
 Truck drivers (x20) – Report to office.
 Office team manager – Reports to GM and keeps office hours; 9–5, Mon–Fri.
 Office team members (x5) – Perform administrative, sales, customer relationship management duties. Monitor truck drivers and handle enquiries. Report to office team manager.
Head office employees
 Covered under individual contracts.
 Salary range $32,000–$75,000 annum.
 Small team of mainly female employees, ranging in age.
 Lots of opportunity to participate in learning and development programs due to management support; however little desire to participate.
 High employee engagement scores. Employees cite team work and opportunities as motivating factors affecting the business success.
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Drivers
 Covered by an award.
 Salary $45,000 per annum.
 Heavily unionised.
 Employee demographics are all male employees aged 25–65.
 Little opportunity to participate in learning and development programs due to being on the road; however, little to no interest to participate in development opportunities.
 Large number of workplace injuries due to heavy lifting.
 Low employee engagement scores. Drivers cite pay as an issue.
 Currently experiencing low turnover.
 History of industrial disputes regarding pay and previous change initiatives.
Background to workforce management and relations
The company communicates with employees via email for head office employees and a printed monthly newsletter for drivers. The company provides information regarding policies procedures through documented manuals that are held in each truck as an employee manual. Office-based staff can access copies of these manuals at the office.
All trucks are fitted with a GPS system to assist drivers with navigating to each pick up and drop off location. Trucks are also assigned a PDA that provides drivers with the details of each pick up and drop off and records when a job starts and finishes. The data from this device is sent back to head office to monitor job progress but is not used to complete productivity reporting. When this device was introduced, drivers were not happy as they felt the organisation was saying that it did not trust the drivers to manually record the time spent on each job. Many of the drivers also resented having to learn how to use the device and thought it was a waste of time.
Head office employees work very closely together and are a very cohesive and motivated team. They are positive about the organisation’s direction and respond well to change.
Drivers have historically reacted negatively to change. Change implemented in the past has met with resistance and was therefore difficult to implement. Drivers have in the past done their best to block any changes from being implemented, even going to the lengths of threatening strike action and having the union involved to assist with resolving the issue.
Fast Track Couriers currently allocates two drivers per truck to ensure that drivers are able to load and unload heavy packages. The strategy going forward is to remove the need for having two drivers per truck by installing an automatic lift gate on the back of each gate at a cost of $10,000 per truck. This will mean that only one driver is needed per truck as no heavy lifting will be required.
It is Fast Track Couriers intention to use these surplus drivers to drive the new trucks that will be purchased to enable the company to extend its services to regional NSW.
Drivers are currently happy with the work environment as they enjoy working as part of a two-man team. The organisation typically leaves the drivers alone and lets them do their job as this is what seems to make them happy. Management has tried in the past to have drivers participate in organisational activities. These activities were not received positively and the drivers complained and asked not to be involved. The drivers’ view is that their preferred team is their two-man driver team and they only see the benefits of that specific working arrangement. There is a high value placed on communication with trucking team members.

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