Imagine Education: Student Assessment Cover Sheet

Imagine Education
Student Assessment Cover

Sheet
Course Code BSB61015 Course Name Advanced Diploma of Leadership and Management
Unit Code BSBINN601 Unit Name Lead and Manage Organisational Change
Due Date Assessment Name Business Portfolio
Part A: Short answer questions
Part B: Practical
Part C: Role Play
Part D: Practical
Part E: Theory
Student No. _______________ Student Name _____________________________
Student Phone ________________ Student Email _____________________________
Student Declaration
I declare that this assessment is my own work and where my work is supported by documents from my workplace
placement/employer permission has been granted.
Note: Filling out this coversheet as part of an electronic submission and approving the above information will operate in
the same way as physically signing this cover sheet.
Student name or signature: __________________________________________
Office Use Only
Date/s Received: __/___/___ ___/___/___ ___/___/___
Date/s Assessed: ___/___/___ ___/___/___ ___/___/___
Result of Assessment: __________ ___________ ___________
Entered on Training Plan Moderation Signature
Note for Assessors: Filling out the above Office Use Only section as part of an electronic submission will operate in the
same way as physically signing this cover sheet. If not physically signed, Assessor must print their name in signature box
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Assessment Questions
Course Code and Name: BSB61015 Advanced Diploma of Leadership and Management
Unit Code: BSBINN601
Unit Title: Lead and Manage Organisational Change
For this assessment, you are required to demonstrate your knowledge of leading and managing operational
change. To enable you to do this, answer all of the questions. You are permitted to research the answers by
reading textbooks, theory notes and accessing the internet and Bounce Fitness website. If more room is needed
label each task with the question number and use headings or dot points to make your work clear for your trainer
and assessor.
Please follow the Referencing Guide contained on your Course handbook.
Please attach a student assessment cover sheet to each unit submission. You must complete the cover sheet in
full detail.
Include copies of any documents to which you refer for your Assessor.
1. Explain the change management cycle and strategies for embedding the change in an
organisation and how to communicate the change to staff in the organization.
The change management process is the sequence of steps or activities that a change management team or project leader
follow to apply change management to a change in order to drive individual transitions and ensure the project meets its
intended outcomes. The below elements have been identified from research as key elements of a successful change
management process.
2. Explain how the internal and external environment can impact on change strategies.
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Organizational environment denotes internal and external environmental factors influencing organizational activates and decision making.
Every organization, whether business or non-business, has its environment. The organizational environment is always dynamic and ever-changing.
Changes today are so frequent and every change brings so many challenges that managers and leaders of the organization need to be vigilant about the
environmental changes. The environment of an organization consists of its surroundings – anything that affects its operations, favorably or unfavorably.
Environment embraces such abstract things as an organization’s image and such remote visible issues as economic conditions of the country and political
situations.
The environmental forces abstracts and visible need careful analysis. The systematic and adequate analysis produces the information necessary for making
judgments about what strategy to pursue.
Managers cannot make appropriate and sound strategy simply based on their guesses and instincts. They must use relevant information that directly flows
from the analysis of their organization’s environment.
How external environment can impact on change strategies?

A company's stability and profitability are interdependent on its ability to quickly identify and respond to changes in the external environment. Change is
inevitable and having the flexibility to deal with unexpected market mutations can mean the difference between survival and extinction for an organization.
If a business wants to be successful in the marketplace, it is necessary for them to fully understand what factors exert impact on the development of their
company. Once they know about both positive and negative effects within and outside the company, they can produce suitable strategies to handle any
predicted situation. Therefore, examining internal and external factors is considered the most important task for an enterprise before launch any strategic
marketing plan.
3. List and describe the parts of a change management plan.

Main elements of change management based on Prosci's benchmarking research over the past two decades.
Readiness assessments
Communication and communication planning
Sponsor activities and sponsor roadmaps
Coaching and manager training for change management
Training and employee training development
Resistance management
Data collection, feedback analysis and corrective action
Celebrating and recognizing success
After-project review
Change Management Process

The change management process is the sequence of steps or activities that a change management team or project leader
follow to apply change management to a change in order to drive individual transitions and ensure the project meets its
intended outcomes. The below elements have been identified from research as key elements of a successful change
management process.
4. List potential barriers to change and explain possible strategies to address barriers.
What are the Barriers to Change Management?

Conducting a baseline assessment is an ideal process that will help any organization to identify potential and actual barriers
to change. Barriers will always crate a gap in recommended and current practices, eventually having a negative effect on the
daily production process of the organization. To prevent this from happening, it would be appropriate to pinpoint on the
major barriers to change as well as knowing how stay clear of them. Once you know how to solve these barriers, it should be
easy to plan and implement change. The most common barriers to change implementation are often the following.
1. Lack of Employee Involvement

This is perhaps the most common barrier to change management. Employees always have the fear of change, and unless they
are involved in the change process, it is highly likely that even the most loyal member of your employees will resist the
change.
2. Lack of Effective Communication Strategy
Some organizations have no effective communication strategy. In fact, some top leaders always assume that once they
announce the change, people will adjust and be ready to get started with the new development. This is the silliest way to
introduce change, hence forceful resistance to the change.
3. A Bad Culture Shift Planning
Sometimes the planning team totally has no idea that the change will affect people. Of course, the team at this state will only
concentrate on planning administrative structure, work area responsibilities, job responsibilities as well as work reporting
structure.
4. Unknown Current State
Change is always difficult for organizations that lack the idea of their current state. Trying to introduce and implement change
without conducting an assessment and understanding the current blueprint of the organization is a common habit by many
entities.
5. Organization Complexity
There comes a time when organizations begin to develop complex processes, making the process of planning and
implementing change a bit more complex. The complexities include complex processes, products and systems, all which
contribute to change barriers because they are often quite difficult for the members of the organization to understand.
Imagine Education
Assessment Practical
Part B
This assessment part requires that you are able to document a change process that details the
rationale for the change, its objective and the process of implementing the change as well as a critical
evaluation of how the change process was managed. You are also required to know techniques for
responding to resistance to change and finally, have knowledge of the change management process /
cycle.
To enable you to meet these requirements, you will use the information in the below Case Study and
on the Bounce Fitness website and Fitness Australia website (https://fitness.org.au/) to create a plan
for this change management initiative. Access the Bounce fitness business planning documents below,
( http://bounce.precisiongroup.com.au/infrastructure/business-strategy-and-planning-documents/)
to ensure that the change required meets the companies objectives.
 Mission, Vision, Values and Culture
 Bounce Business Plan
 Business Objectives and KPI
 Business Strategy
The final plan must be in a report format using the Bounce Fitness Style Guide and ensure that you
include each of the following points: Attach your report to this assessment
1. Identify the need for a strategic change through analysis of strategic plans as above,
contrasted with the practices as defined in the Case Study. Use a SWOT analysis to
demonstrate the need for change. Include a discussion of how the change relates to people,
processes, technology and structure
Business environment in recent years is highly competitive due to changing technology and
changing customers’ sophistication. In order to maintain business growth and market interest,
it is imperative for a business to analyse external forces and aligning the business objective to
cope with the changes (Khan & Hashim, 2014). Meanwhile, some changes in organisation
associate to improve current business operation in order to gain competitive advantages in its
business environment (Teixeira & Werther, 2013). Based on the case study, Bounce Fitness
experienced lack of standardisation in operations, due to that reason, the training sessions’
quality delivered deteriorated, thus resulting high customers’ dissatisfaction. Meanwhile, this
issue caused Bounce Fitness unable to set systematic future planning for all centres as each
centres made independent decision in operations. Due to all those reasons, it is crucial for
Bounce Fitness to re-strategize the business operation to rectify problems associate to
customers’ satisfaction. With strategic plan implemented, it may help Bounce Fitness to
standardize its operation and build good national reputation as Fitness Australia provide high
standard code of practice. Fitness Australia provide clear guideline on the method of training
session being conducted(Fitness Australia, 2017)
2. Discuss any patterns or trends in the external environment which impact on the achievement
of the organisation’s change management objectives. Include a discussion of the socio-cultural
environment, the economic environment, the political-legal environment and the
technological environment.
The fitness trends in Australia change dramatically over the years because people starting to
pay attention to their health. This trends result fitness wearable tech sales to continue grow
and predicted to worth at least $34 billion by 2020. Due to that reason, celebrity trainers’
marketing in Instagram attracted a lot of customers, however according to Berry (2016)
mentioned that there are lot of celebrities training lack of professional training knowledge.
Meanwhile, Schlossberg (2016) also stated the same problem of Instagram fitness trainers
may have, these trainers lack of knowledge in proper training method may cause adverse
effect to customers’ health. Even professional stated this problem may arise if approaching
Instagram trainer but people still continue patronising these trainers. This marketing trend
result organisation change management in acquiring professional training standard lack of
important sense to some trainers who had high popularity.
3. Identify major operational change requirements due to performance gaps, business

opportunities or threats, or management decisions for this change management initiative, as
identified in the case study.
The major operational change requirements required by Bounce Fitness at the moment is
standardizing all its training activities corresponding to Fitness Australia’s code of practice.
Furthermore, another issue regarding performance gaps was Bounce Fitness required to
evaluate all employees’ professional knowledge, ensuring all trainers acquired the minimal
requirements, Certificate III in Fitness. According to Fitness Australia standard, Bounce
Fitness’s trainers required to complete at least 20 CECs (Continuing Education Credit) every
two years. Therefore, Bounce Fitness need to ensure all trainers of the centre to maintain
such education needs.
Main threat arising from this change was existing trainers without qualifications will resist
change. In several cases, when change occurred, two type of forces appeared to reshape an
organisation equilibrium, known as driving force and restraining force. Driving force was
Bounce Fitness management and retraining force refers to the people affected by changes
such as under-qualified trainers (Mersha, 1997). Due to that reason, it is highly important for
Bounce Fitness management to persuade and establish an understanding with trainers who
resist changes.
4. Discuss how you review and prioritise change requirements / opportunities with relevant
managers, and identify the relevant managers.
Change management plan for Bounce Fitness consist three major part: 1.) restructuring
decision making procedure, 2.) redesign training program align with Fitness Australia standard,
and 3.) training and educate under qualified trainers. The main change requirement should be
prioritised by Bounce Fitness was restructuring decision making procedures, rather than
having each centres making decision autonomously, management should set a decision
making protocol for all centre. With this change prioritised, Bounce Fitness can resolve the
current managing problem due to lack of control, furthermore integrated overall development
project and objectives set by headquarter. Follow by redesign training program so that Bounce
Fitness can resolve problem associate to low customer satisfaction rate. As these changes take
place, managers could attempt to discuss with under qualified trainers regarding the
importance of going further education to cope with Bounce Fitness future planning.
In change management, it often involve with redesign or reshaping existing organisation’s

culture. According to Velasquez and Hussey (2013) stated that a successful organisation
change highly associate to organisation culture management. In order to reshape current
organisation’s culture to align with change requirements, Bounce Fitness may consider hiring
an external consultant to assist on this matter. Based on web search, Culture Code Consulting
firm located in Australia is highly reputable in helping Bounce Fitness to manage change. Dr.
Timothy Foster was the lead consultant of Culture Code Consulting firm with former teaching
qualification at Ridley College, Melbourne (Culture Code Consulting, 2017).
The documents you may require can be found on the Bounce Fitness website:
 Procedures / Administrative / Style Guide – this will show you the style and format of the report
Print and include any documents you use from the Bounce Fitness website and reference any other
information for your Assessor.
Case Study
Margaret House, CEO of Bounce Fitness has asked you to act as the Change Management Agent for an initiative
to be undertaken nationally at Bounce Fitness Centres. You have been asked to prepare a plan to implement a
whole-of-business change and she has committed a budget of $20,000 to this.
The Executive has recognised that the lack of standardisation of operations and the different levels of training has
reduced the quality of the customer experience and potentially safety, and makes it difficult to plan for the future
as each Centre currently makes many of their own decisions.
Bounce Fitness is about to become registered with Fitness Australia (www.fitness. org.au) as a Fitness Australia
Registered Fitness Business. This will require meeting the Code of Practice for the State in which each Centre is
located. Bounce Fitness also wants to ensure that all trainers meet, or immediately undertake training to meet the
standards associated with Fitness Australia’s business registration. More about registration can be obtained by
going to the Fitness Australia website and clicking on the Registration tab. The Codes of Practice for each State are
also linked on this page if you scroll down – within ‘Business Principles and Guidance’.
The financial considerations for this (available on the Fitness Australia website) must take into account:
 The joining fees and membership fees for each linked Centre and joining fees.
 There is no stipulation as to trainer numbers outside those in the Code of Practice. Registered businesses
complying with the Code will only employ registered exercise professionals.
 Individual exercise professionals must also be registered.
The minimum educational qualification currently necessary for all trainers is the Certificate III in Fitness Instructing
and all trainers must hold this to continue to work as a trainer of classes and individual clients. At this point in
time, this has not been consistently applied. In Cairns all are qualified, in Brisbane two need the basic training, two
also in Sydney and in Melbourne there is one. It is intended under the change management initiative that all
trainers, once they have completed the basic training will continue to pursue further training, the Certificate IV
and Diploma annually as personal development.
Bounce Fitness will pay for the training fees and other incidentals such as text book requirements and provide one
paid hour per week for study leave. Bounce Fitness will also reimburse travel and accommodation for compulsory
study attendance sessions. You can get more information on this at Fitness Australia’s website under the Learning
& Development tab.
It is expected that the change management process will be fairly smooth if adequate measures are taken and the
process is well managed. The major resistance will come from the five trainers who do not have this qualification
and have learned through experience. That is why they do not have it now. They will also not want to participate
in the further training initiative.
If the whole standardisation process is not managed carefully, there is a potential for great dissatisfaction and all
Centres will not comply with the standardised procedures. This is a major concern for the Executive, hence your
employment.
Imagine Education
Assessment Role Play
Part C
This assessment part requires you to demonstrate that you have the ability to consult with stakeholders,
specialists and experts to assist identification of major change requirements and opportunities.
You will require 3 volunteers to play the roles of the CEO, a Fitness Australia expert and a specialist fitness trainer
from Bounce Fitness. Conduct a meeting with the volunteers to discuss an issue with your proposed change
management plan. Document the meeting, the issue and resolution in the meeting minutes template below,
and have the attendees sign off on the meeting minutes.
Your trainer will observe the meeting and record their feedback and comments on the following skills:
 Student consults with stakeholders to identify an issue with the proposed change management plan
 Uses clear and precise language to develop information about the issue and to explore recommendations
 Discusses and seeks information using appropriate structure and language from the stakeholders
 Uses questioning and active listening to clarify or confirm understanding with stakeholders
 Uses a variety of communication tools and strategies to build and maintain effective working relationships
Meeting Minutes
Date: Time: Location:
Meeting called
Facilitator
Agenda Item 1 -Issue with proposed change management plan

Issue
Discussion
Rectification/resolution
Discussion
Attendee name Title/designation Signature

Imagine Education
Assessment Practical
Part D
1. Complete a cost benefit analysis for high priority change requirements/opportunities from
Part B.
2. Complete a risk analysis, identify barriers to change, and agree and document mitigation
strategies. Include how to identify, assess and control the risk, and the mitigation strategy
should include roles and responsibilities for developing, implementing and monitoring the
strategy, timelines, acceptable risk levels and resources required
3. Develop your change management project plan. It must include a broad budget, methodology
for the change program, the objectives / outcomes of the change and timelines. Using the
template provided on the next page
4. From whom will you seek approval and confirm the change management process?
In order to ensure change management process successfulness, it is necessary to present the
implementation plan to all relevant personnel. First of all, the plan required external consultant to
review all associate criterion to examine the feasibility of the plan. After gain approval from external
consultant, the report will be presented to chief finance officer from finance department to examine
the budget practicability. Next, the report will be present to chief executive officer to confirm and
approve the implementation. The rationale behind these steps were to ensure the plan is effective and
meet all financial commitments.
5. What resources will you need and how will you report to and gain information from relevant
managers? Using the template provided on the next page
Print and include any documents you use from the Bounce Fitness website and reference any other
information for your Assessor.
Part D Q 3
CHANGE PROPOSAL
TEMPLATE
DATE
PROJECT NAME
CREATED
PROJECT MGR. VERSION DATE
ORGANIZATION VERSION NO. 0.0.0
CASE FOR CHANGE
PROPOSED CHANGE Detailed overview of proposed change
WHY CHANGE IS
Detailed overview of reasons necessitating the change and how the change corresponds with the organization's mission
REQUIRED
Methodology, how the

change will be Detailed overview of how the change will be implemented
implemented
INTENDED OUTCOME Detailed overview of resulting achievements and benefits
ESTIMATED TIME
Anticipated time frame for preparation, planning, consultation, implementation, and evaluation
FRAMES
ADDITIONAL Consider any other factors crucial to the successful implementation of proposed change, such as the need for change awareness, work
FACTORS environment climate, previous changes, etc.
ESTIMATED COSTS Complete table below
Identify stakeholders and the potential benefits and adverse effects for each
STAKEHOLDERS
IMPACT
POTENTIAL BENEFITS POTENTIAL ADVERSE EFFECTS
STAKEHOLDER 1
STAKEHOLDER 2
STAKEHOLDER 3
Identify areas likely to be impacted by the change, and the potential benefits and adverse effects for each
STAFF & OPERATIONS
IMPACT
POTENTIAL BENEFITS POTENTIAL ADVERSE EFFECTS
PROCESS
TECHNOLOGY
STRUCTURE
OTHER
APPROVAL
PARTY PROPOSING CHANGE SIGNATURE
CONSULTING PARTY SIGNATURE
ENDORSED BY SIGNATURE
ADDITIONAL COMMENTS
Include any additional comments
COST / BENEFIT ESTIMATE
ESTIMATED PROJECT COSTS
PROJECTED ESTIMATED
RESOURCE DESCRIPTION
EFFECTIVE DATE COST
Staffing
Consultation
Assets
Technology
TOTAL $ -

STRUCTURAL CHANGES
PROJECTED ESTIMATED ESTIMATED

ELEMENT DESCRIPTION
EFFECTIVE DATE COST (+) SAVING (-)
New Hires
Redundant Positions
Promotions
Demotions
TOTAL $ - $ -

POTENTIAL NEW HIRES
PROJECTED RECRUITMENT
POSITION DESCRIPTION
EFFECTIVE DATE COST

TOTAL $ -

POTENTIAL REDUNDANT POSITIONS
ESTIMATED
PROJECTED COST OF ESTIMATED
POSITION DESCRIPTION
EFFECTIVE DATE REDUNDANCY SAVING (-)
(+)

TOTAL $ - $ -

ADDITIONAL ESTIMATED SAVINGS
PROJECTED ESTIMATED
DESCRIPTION
EFFECTIVE DATE SAVING (-)

TOTAL $ -
Imagine Education
Assessment Theory
Part E
This assessment must be conducted using the simulated business Bounce Fitness.
The documents you will require can be found on the Bounce Fitness website:
 Documents / Administrative / Communication Plan Fillable Template

 Documents / Administrative / Action Plan Fillable Template
 Documents / Administrative / Post-Project Review Form Fillable Template
1. Develop communication / education plans and discuss how you will consult with relevant groups and
individuals. Do not forget that you must report to the Executive as well as communicate widely with the Centre
staff. Use the communication plan template included in this assessment.
In most cases, organisational change caused uncertainty and anxiousness to all employees (Velasquez &
Hussey, 2013). This problem usually resulted from lack of communication between groups and individuals.
Therefore keeping discussion focused, relevant and timely with regular meetings through multiple channels
and media is important. Regular meetings can be in two form, casual gathering or formal meeting such as
daily meeting, lunch activities and monthly meeting. Meanwhile communication channels can be in form of
notice board, memos, emails, telecommunications, video conferencing, presentation and management
software’s media. Aside that, the communication plan need to include all members associated to the
development plan, this include external consultants.
2. Develop your communication/education plan to promote the benefits of the change to the organisation,
and to minimise loss, and arrange activities to deliver the communication / education plans to all relevant groups
and individuals. Write your answers below:
The communication plan aim to promote benefits of the change and minimise loss through acquiring change
information from relevant group and individuals. In order to do so, several meetings method were designed to
communicate with different audiences with different messages through appropriate media and channels. Kindly
refer to the communication plan as following:
How will you minimize loss to the organisation from the change?
Resistance to change is a natural reaction when employees are asked, well, to change. Change is uncomfortable
and requires new ways of thinking and doing. People have trouble developing a vision of what life will look like
on the other side of a change. So, they tend to cling to the known rather than embrace the unknown.
Employees don't fear change, though, they fear the unknown. They fear being changed.
Change Creates Anxiety and Uncertainty

Employees may lose their sense of security. They may prefer the status quo. The range of reactions, when
change is introduced, is unpredictable.
No employee is left unaffected by most changes. As a result, resistance to change often occurs when change is
introduced.
Your Expectations Play a Role in Employee Resistance

Resistance to change is best viewed as a normal reaction. Even the most cooperative, supportive employees
may experience resistance.
So, don't introduce change believing that you will experience nothing but resistance or that resistance will be
severe.
Instead, introduce change with a positive spirit and believe that your employees want to cooperate, make the
best of each work situation and that they will completely and enthusiastically support the changes as time goes
by.
By your thinking and your approach, you can affect the degree to which resistance bogs the change down. You
can reduce natural resistance by the actions you take and how you involve the employees. Deep in their hearts,
they want to become part of the bigger picture of the organization.
Communication and Input Reduce Resistance

In a best-case scenario, every employee has the opportunity to talk about, provide input to, and have an impact
on the changes you are pursuing. Rationally, this depends on how big the change is and how many people the
change will affect.
In a company-wide change effort, for example, the employee input will most likely affect how to implement the
changes at a departmental level, not the issue of whether to make the changes in the first place. The overall
direction, in these cases, comes from senior leaders who have solicited feedback from their reporting staff.
Forming a Leadership Team

In some cases, a leadership team to lead the changes organizationally is established. These teams may contain a
cross-section of employees from across the organization. Or, they are often staffed by managers and senior
leaders who have consequential oversight for portions of the organization.
If communication is a strength in your organization, the opportunity for input may have reached down to the
frontline soldiers. But, this is often not the case, because the input and feedback have to make their way back
through all of the filters presented by middle management.
These recommendations are made for the millions of managers, supervisors, team leaders, and employees who
are asked to change something—or everything—periodically at work. You may or may not have had input into
the direction chosen by your senior leaders or your organization.
But, as the core doers at work, you are expected to make the changes and deal with any resistance to change
that you may experience along the way. You can reduce employee resistance to change by taking these
recommended actions at each stage.
Manage Resistance to Change

These tips will help you minimize, reduce, and make less painful, the resistance that you create as you introduce
changes. This is not the definitive guide to managing resistance to change—but implementing these suggestions
will give you a head start.
Own the Changes

No matter where the change originated—and change can show up at any point in your organization, even
originating with you—you must own the change yourself. It's your responsibility to implement the change. You
can only do that effectively if you plan how you will implement the change with the people you influence or
oversee in your organization.
Get Over It
Okay, you've had the opportunity to tell senior managers what you think. You spoke loudly in the focus group.
You presented your recommended direction, with data and examples, to the team. The powers that be have
chosen a different direction than the one you supported.
It's time to move on. Once the decision is made, your agitating time is over. Whether you agree or not, once the
organization, the group, or the team decides to move on—you need to do everything in your power to make the
selected direction succeed. Anything else is sabotage, and it will make your life miserable. It can even get you
fired.
No Biased and Fractional Support Allowed

Even if you don't support the direction, once it is decided, you owe it 100 percent of your leadership and
support. Wishy-washy or partial support is undermining the effort—it won't earn you any points from your
managers or senior leaders or cause your coworkers and reporting staff to respect you.
If you can't buy into the fact that the chosen direction is where you are going, you can, at least, buy into the fact
that it is critical that you support it. Once the direction is chosen, it is your job to make it work. Anything less is
disrespectful, undermining, and destructive of the senior leaders' direction.
Support the change or it's time for you to move on and out. (Don't wait for your senior leaders to terminate
your employment for non-support. You can do a lot of damage while waiting for the end to come.)
Minimize Resistance
If your employees think that you are honest, trust you and feel loyal to you, they are much more likely to get on
board with the changes quickly.
So, the efforts that you have expended in building this type of relationship will serve you well during the change
implementation. (They will serve you well in general, but especially during times of stress and change.)
Communicate the Change

You undoubtedly have reporting staff, departmental colleagues, and employees to whom you must
communicate the change. How you communicate the change to the people you influence has the single most
important impact on how much resistance to change will occur.
One of the key factors is an environment in which there is a widespread belief that a change is needed. So, one
of your first tasks in effective communication is to build the case for "why" the change was needed.
Specifically, inform the employees about what your group can and cannot affect. Spend time discussing how to
implement the change and make it work. Answer questions; share your earlier reservations, but state that you
are on board and going to make the change work now.
Ask the employees to join you in that endeavor because only the team can make the change happen. Stress that
you have knowledge, skills, and strengths that will help move the team forward, and so does each of the team
members. All are critical to making the changes work—and gee, life after the changes may get better.
Help the Employees Identify What's in it For Them to Make the Change
A good portion of resistance disappears when employees are clear about the benefits the change brings to
them.
Benefits to the group, the department, and the organization should be stressed, too. But, nothing is more
important to an individual employee than to know the positive impact on their own career or job.
Create a Feedback and Improvement Loop

Do these steps mean that the change that was made is the right or optimal change? Not necessarily. You must
maintain an open line of communication throughout your organization to make sure that feedback reaches the
ears of the employees leading the charge.
Changing details, continuous improvement, and tweaking is a natural and expected part of any organizational
change. Most changes are not poured in concrete, but there must be a willingness to examine the improvement
(plan, do, study, take additional action).
Describe what activities you will arrange to deliver the communication plan to stakeholders
Stakeholder meetings are the most common communication method in place for corporations, especially since
they can save time in conveying the message to a large number of people. Best ways to communicate the
message would be PowerPoint, Prezi or any of the mind mapping software solutions available online.
3. How will you consult with relevant groups and individuals for input to the change process after the
implementation commences?
Consultation priority was to get continual feedback, evaluation, and possible solution from employees,
representatives, committees, managers and individual staffs. Therefore it is highly important to identify the
consultation function whether it is for informing, consulting or negotiating. During consultation process, it is
necessary to explain the final decisions to the audiences if their views and opinions were not adopted.
Meanwhile, give credit and recognition to those who provide information which used and improved a situation;
and ensure the discussed issue are relevant to the plan. Aside that, it is highly important to avoid discussing
minor issues that may cause grievances. Finally, presenters should always provide feedback to audiences on the
development outcome as this may keep all members associated to changes notified and motivated.
4. What barriers to the change do you see as possible? Develop a risk management and mitigation plan for
each.
In general, low risk threats that are unlikely to occur is less important, mitigation plan for the risk management
will focus on moderate and high risk factors only. Therefore, the mitigation plan will list out a series of
approaches to anticipate potential problems such as managers’ resistances, management software failure, new
fitness program not in demand and unqualified trainers resistance on training participation.
5. In your change management plan, include action plans and activities and the project timetable. You may use
a Critical Path Analysis or Gantt chart for this, but may choose to use another method. Use the Action plan
included in this assessment
6. What are your strategies and how will you activate these for embedding the change?
Kotter’s model of change management ideas was widely used in initiating change although it was argued that
Kotter’s model lack of rigorous fundamental. Kotter’s model consist 8 steps to instigate change in a stable
organisation which is highly applicable for organisation undergo major change process (Appelbaum, Habashy,
Malo, & Shafiq, 2012).
 Establish a sense of urgency: At the beginning of change management plan, it is necessary to let
employees know that the merger is certain and new code of practice and management will be adopted,
creating a need for change. As Kotter (1995, p. 43) stated that people will not change if they did not see
the absolute need of changing. This could be achived by registering proffesional trainers who already
qualified into the system.
 Creating a guiding coalition: Once employees sense the urgency, it is necessary to establish a clear line
of command, preferable with people who had expert knowledge or possess legitimacy power. So that
these leaders can lead the employees effectively.
 Develop a vision and strategy: The change management plan should have a clear vision and strategy
however it is often very general and vague. Therefore it is necessary for the managers to create a clear
objectives for employees to follow, such as what they are expecting the employees to perform and the
time-line set out for these objectives (Flamholtz & Kurland, 2006).
 Communicate the change vision: It is highly important for the associate members in the change process
to communicate each ideas and problems encountered during the change implementation, so that
adjustment can be made on irrational change plan. This is highly important as corporate need to ensure
employees’ satisfaction to make the change had employees’ support.
 Empower broad-based action: Aside from communication, change agent should also consider adopting
ideas from the employees through empowerment, as they are often the front line personnel who deal
with daily tasks (Appelbaum, Habashy, Malo, & Shafiq, 2012). Due to that reason, they possessed in-
depth knowledge on the change management plan’s practicality.
 Generate short term win: According to Kotter (1995) it is highly important to recognise employees’
achievement during change implementation phase to keep the change momentum going on. This goal
could be achieved by providing feedback and award to employees with outstanding performance that
supported the change management plan.
 Consolidate gains and produce more change: Generally, managers often derailed from the full change
plan after acquire several minor objectives. Therefore it is highly important for change committee to
conduct monthly meeting to present the change performance and progress to the managers; so that the
manager can follow up on next change requirements.
 Anchor new approaches in corporate culture: New changes will experience degradation if it was not
embed to the organisation culture. Therefore is its extremely important for managers to remind the
employees on the benefits derived from the change; to ensure the employees will adjust their
behaviour and attitude (Kotter, 1995).
7. How and when will you conduct evaluation and review, and modify your change management project plan
to achieve change program objectives? Use the Post project review form included in this assessment
An effective review and evaluation mechanism is imperative to examine change program objectives achieved
and track the change performances (Hernan, 1986). Meanwhile, Hernan (1986) report indicate that monitoring
mechanism is highly useful to generate valuable data and information for future planning and modification on
change management project Due to that reason, monitoring mechanism need to be setup from change
management plan beginning phase. During the beginning stage, development team need to review the draft
before finalising making sure it is practical. While in executing stage, a weekly review need to be setup to
examine the progression of the plan, while a monthly evaluation will be conducted to examine whether the
change implemented meet the requirements of change objectives.
Print and include any documents you use from the Bounce Fitness website and reference any other information for your
Assessor.
Part E Question 1 Communication plan
COMMUNICATIONS PLAN
Sponsor Date
Version
CONTENTS
2 INTRODUCTION
Background Stakeholder
Analysis
2 COMMUNICATION PLAN
Communication Objectives
Communication Plan Routine
Communication Budget
Communication
Risk and Issues Communication
Summary of Objectives and Keys to Communication
3 BUDGET
3 APPROVAL
Introduction
Background
In this section, fill in a summary of the project with which this communication plan is associated. List
the relevant schedules and milestones here. Also, include information such as the budget as it affects
the communications plan, and key partners in planning the project.
You also will want to include information such as competitors, media coverage, and political climate if
any of these factors apply to your project.
This section should be concise. Just enough information will be covered here to get the point across.
Stakeholder Analysis
Here, you will insert your stakeholder analysis. Include the stakeholder analysis matrix as well as the full
analysis of stakeholders. This section should be detailed.
Communication Plan
Communication Objectives
In this section, you will want to list the objectives of your communication plan. Do you want to increase
collaboration? Do you need to keep investors informed? List and detail all goals in this section.
Communication Plan
Routine Communication
Here, you will discuss how your day-to-day communications will happen. Information in this section should
include how to update status of tasks, communicate issues, and conduct meeting agenda items. Anything
that would be within the ideal functioning of your project will be included here.
Communications Plan
2
Budget Communication
This section will discuss how to keep relevant stakeholders informed as to the budget of
the project vs. the actual cost of the project.
Risk and Issues Communication

In this section, you discuss the plan on how to communicate when things go wrong
unexpectedly. Who needs to be informed? When? Where? How?
Summary of Objectives and Keys to Communication

Here you will list a summary of how your plan meets the objectives. You will also list key
points of the communication plan.
Budget
In this section you will discuss factors including the percentage of the project budget
that will be directed toward facilitating communication and what to do in cases of
budget overage.
Approval
DOCUMENT APPROVED BY: ___________________________________________
ON
Communications Plan
INSERT PROJECT NAME 3
Part E Question 5
Action Plan Template

Location:
Centre Manager:
Responsibilities:

Who is Responsible
Strategy Action When Anticipated Result Actual Result


Part E Question 7
Post-Project Review Form Template

Project Reference:
Summary of Project Objectives
Project Title: Date:
Achievement of Planned Benefits
Benefits achieved:
Benefits not achieved:
Incorrect assumptions and common factors affecting benefits realisation:

Time
Tasks exceeding time estimates:
Tasks taking less than estimated time:
Incorrect assumptions and common factors affecting time estimates:
Costs
Costs exceeding estimates:
Incorrect assumptions and common factors affecting cost estimates:

Quality
Outputs that met or exceeded user requirements:
Outputs that were not fit for purpose:
Incorrect assumptions and common factors affecting quality:
Lessons Learned
Give details of any unexpected outcomes of the project (positive or negative):
Give details of any lessons learned as a result of the project:

Recommendations
Give details of any recommendation for action in relation to this project:
Give details of any recommendations for action in relation to future projects:

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Student Assessment Cover

Student No. _______________ Student Name _____________________________

Student Phone ________________ Student Email _____________________________

Student name or signature: __________________________________________

Office Use Only

Date/s Received: __/___/___ ___/___/___ ___/___/___

Date/s Assessed: ___/___/___ ___/___/___ ___/___/___

Result of Assessment: __________ ___________ ___________

Entered on Training Plan Moderation Signature

/conversion/tmp/scratch/507445864.docx Page 1 of 35 Imagine Education

Please follow the Referencing Guide contained on your Course handbook.

How external environment can impact on change strategies?

3. List and describe the parts of a change management plan.

Change Management Process

What are the Barriers to Change Management?

1. Lack of Employee Involvement

3. Identify major operational change requirements due to performance gaps, business

In change management, it often involve with redesign or reshaping existing organisation’s

Agenda Item 1 -Issue with proposed change management plan

Attendee name Title/designation Signature

ORGANIZATION VERSION NO. 0.0.0

CASE FOR CHANGE

PROPOSED CHANGE Detailed overview of proposed change

Methodology, how the

INTENDED OUTCOME Detailed overview of resulting achievements and benefits

ESTIMATED COSTS Complete table below

PARTY PROPOSING CHANGE SIGNATURE

CONSULTING PARTY SIGNATURE

Include any additional comments

COST / BENEFIT ESTIMATE

ESTIMATED PROJECT COSTS

PROJECTED ESTIMATED ESTIMATED

 Documents / Administrative / Communication Plan Fillable Template

Change Creates Anxiety and Uncertainty

Your Expectations Play a Role in Employee Resistance

Communication and Input Reduce Resistance

Forming a Leadership Team

Manage Resistance to Change

Own the Changes

No Biased and Fractional Support Allowed

Communicate the Change

Create a Feedback and Improvement Loop

Risk and Issues Communication

Summary of Objectives and Keys to Communication

Risk and Issues Communication

Summary of Objectives and Keys to Communication

DOCUMENT APPROVED BY: ___________________________________________

Action Plan Template

Post-Project Review Form Template

Achievement of Planned Benefits

Benefits not achieved:

Incorrect assumptions and common factors affecting benefits realisation:

Tasks exceeding time estimates:

Tasks taking less than estimated time:

Incorrect assumptions and common factors affecting time estimates:

Costs exceeding estimates:

Incorrect assumptions and common factors affecting cost estimates:

Outputs that met or exceeded user requirements:

Outputs that were not fit for purpose:

Incorrect assumptions and common factors affecting quality:

Give details of any unexpected outcomes of the project (positive or negative):

Student No. _ Student Name _______________

Student Phone Student Email _____________

Date/s Received: /_/_ _/_/_ _/_/___

Date/s Assessed: _/_/_ _/_/_ _/_/___

Result of Assessment: ____ _ _______