-6352068830Student Assessment Tasks
-6352068830Student Assessment Tasks
BSBLDR811 Lead strategic transformation
0Student Assessment Tasks
BSBLDR811 Lead strategic transformation
Contents
TOC h z t "RTO Works Heading 1,1" Introduction PAGEREF _Toc114225825 h 3Assessment Task 1: Knowledge questions PAGEREF _Toc114225826 h 4Assessment Task 2: Project Portfolio PAGEREF _Toc114225827 h 6
IntroductionThe assessment tasks for BSBLDR811 Lead strategic transformation are outlined in the assessment plan below. These tasks have been designed to help you demonstrate the skills and knowledge that you have learnt during your course.
Please ensure that you read the instructions provided with these tasks carefully. You should also follow the advice provided in the Business Works Student User Guide. The Student User Guide provides important information for you relating to completing assessment successfully.
Assessment for this unit
BSBLDR811 Lead strategic transformation describes the performance outcomes, skills and knowledge required to analyse and lead organisational transformation and learning for strategic outcomes. It covers leading transformational practices, cultivating collaborative practices, completing ongoing professional development and providing strategic leadership in a dynamic context.
For you to be assessed as competent, you must successfully complete two assessment tasks:
Assessment Task 1: Knowledge questions You must answer all questions correctly.
Assessment Task 2: Project You must work through a range of activities and complete a project portfolio.
Assessment Task 1: Knowledge questions
Information for studentsKnowledge questions are designed to help you demonstrate the knowledge which you have acquired during the learning phase of this unit. Ensure that you:
review the advice to students regarding answering knowledge questions in the Business Works Student User Guide
comply with the due date for assessment which your assessor will provide
adhere with your RTOs submission guidelines
answer all questions completely and correctly
submit work which is original and, where necessary, properly referenced
submit a completed cover sheet with your work
avoid sharing your answers with other students.
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Assessment information
Information about how you should complete this assessment can be found in Appendix A of the Business Works Student User Guide. Refer to the appendix for information on:
where this task should be completed
the maximum time allowed for completing this assessment task
whether or not this task is open-book.
Note: You must complete and submit an assessment cover sheet with your work. A template is provided in Appendix C of the Student User Guide. However, if your RTO has provided you with an assessment cover sheet, please ensure that you use that.
Questions
Provide answers to all of the questions below:
Discuss four (4) styles of leadership and the impact each of the identified styles on organisational culture.
Explain the importance of a participative management style when implementing organisation change.
Discuss three strategies that a leader can use for building trust and confidence with colleagues during times of organisational change.
Describe the differences between organisational transformation and organisational development.
Explain the key phases of a change management process.
Describe five components that may be included as part of a change management plan.
Explain two strategies that can be used to effectively communicate and embed change during an organisational change process.
Explain three reasons why individuals or groups within an organisation may resist change. Include at least one suggestion of how resistance can be overcome for each of the areas you identify.
Discuss at least three barriers to organisational change.
Discuss at least two strategies to address barriers to organisational change.
Outline key information that should be included in an organisations communication protocol for communicating internally, as well as externally.
Discuss what is involved in personal development planning and the methods that can be used to achieve this.
Outline at least five crucial components of a personal development plan.
Assessment Task 2: Project PortfolioInformation for studentsIn this task, you are required to demonstrate your skills and knowledge by working through a number of activities and completing and submitting a project portfolio.
You will need access to:
a suitable place to complete activities that replicates a business environment including a meeting space and computer and internet access
your learning resources and other information for reference
Project Portfolio template
Simulation Pack for this unit (as relevant).
Ensure that you:
review the advice to students regarding responding to written tasks in the Business Works Student User Guide
comply with the due date for assessment which your assessor will provide
adhere with your RTOs submission guidelines
answer all questions completely and correctly
submit work which is original and, where necessary, properly referenced
submit a completed cover sheet with your work
avoid sharing your answers with other students.
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Assessment information
Information about how you should complete this assessment can be found in Appendix A of the Business Works Student User Guide. Refer to the appendix for information on:
where this task should be completed
how your assessment should be submitted.
Note: You must complete and submit an assessment cover sheet with your work. A template is provided in Appendix B of the Student User Guide. However, if your RTO has provided you with an assessment cover sheet, please ensure that you use that.
Activities
Complete the following activities:
Carefully read the following:
This project requires you to lead a strategic business transformation for an organisation or large work area. You will be required to analyse and lead organisational transformation and learning for strategic outcomes based on either a real workplace or a case study scenario which you can access in the Simulation Pack for this unit.
Vocational education and training is all about gaining and developing practical skills that are industry relevant and that can help you to succeed in your chosen career. For this reason, we are giving you the choice to base this project on your own business, one you work in or a familiar with, or you can use the case study provided. This will mean that you are applying your knowledge and skills in a relevant, practical and meaningful way to your own situation!
It is important that you are able to access enough information for your chosen business in order to be able to do your assessment. As a minimum this should include organisational objectives and need for change along with policies related to managing the change.
You will need to communicate with people who work for, or are involved, in this business or work area several times. Your communication may be either directly with actual staff members or fellow students/your assessor can play the roles of relevant people/parties. Communication can be in any appropriate format (e.g. face to face, video conference, email) as long as it meets the requirements outlined below, and in the Project Portfolio.
You will be collecting evidence for this unit in a Project Portfolio. The steps you need to take are outlined below.
Preparation
Make sure you are familiar with the organisation you are basing this assessment on and have read through the necessary background information. For the case study business, this is all of the documents included in the Simulation Pack.
If its your own business or a business where you are working or are familiar with, have your business approved by your assessor as it must be based on a whole organisation or large work area and there must be a need for strategic change that has been identified. For the purposes of this assessment, your busines or work area must have more than 5 employees.
If you are using the case study, you will assume the role of the Change Agent as per the case study provided.
Complete Page 4 of your Project Portfolio for this unit.
Read through the requirements of Section 1, 2 and 3 of your Project Portfolio.
Preparing for strategic change
Complete Section 1 of your Project Portfolio.
To complete Section 1, you need to work through several steps to prepare for organisational change.
Make sure you have answered all questions in Section 1. Submit to your assessor for review.
You are also required to attach certain documents as part of your evidence review the documents you need to attach as outlined in Section 1 of the Project Portfolio and make sure you attach these upon submission.
You will use the work done in this section of the Portfolio to consult with others in the next activity. In preparation, read through step 4.
Stakeholder consultation
You now need to conduct stakeholder engagement and interviews to gather valuable insights to help inform your strategy. Conduct 3 short one-on-one interviews with three identified key stakeholders (at least one internal and one external) and then document your findings.
If basing this on a real business you can use real stakeholder if you have the opportunity or have fellow students role play you must brief the students about the type of stakeholder they are and give them background information to read prior.
If you are using the case study business, you can use other students who are working on the same case study as you will all be familiar with the scenario and you can draw from each others unique perspectives and ideas. Arrange for three other students to play an identified role this can be anyone from the case study that you choose, for example, a graphic designer moving from permanent to contract, a head office staff member staying on and a reader of the magazine. The role player has licence to make up their answers based on their own ideas and experiences. As everyones ideas and situations are unique, even if playing the same roles your answers will be different. Its very important that you develop your own set of questions to ask the stakeholders and that these are not the same as anyone else working in your small group. You are all being assessed individually.
Your assessor will be looking to see that you can:
express your opinions and information to the stakeholders when interviewing them
respond positively and respectfully to their views using language appropriate to the audience
adapt your personal communication style as necessary to build a positive working relationship and show respect for the opinions, values and individual needs of others
demonstrate effective communication skills including:
Speaking clearly and concisely
Using non-verbal communication to assist with understanding
Asking questions to identify required information
Responding to questions as required
Using active listening techniques to confirm understanding
The meetings should last for approximately 15 minutes each. After the meetings, complete Section 2 of your Project Portfolio.
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This can either be viewed in person by your assessor or you may like to video record the session for your assessor to watch later. Your assessor can provide you with more details at this step. Make sure you follow the instructions above and meet the timeframes allocated.
After the stakeholder meetings, complete Section 2 of your Project Portfolio. As part of this step, you are also required to develop written communication to both internal and external stakeholders affected by the change to inform them of the change and how this may affect them. Choose the internal and external group of people based on two of the stakeholder engagement meetings. Attach the communication developed to your portfolio.
Develop a change management strategy
Develop a change management strategy for the business. You can use an organisational template if you have one or you can use the Change Management Strategy template provided in the simulation pack. If using an organisational template then you must ensure it includes as a minimum what is included on the template provided. Ensure you complete all parts and that you use appropriate vocabulary, grammatical structure and conventions when developing your strategy.
Attach this to Section 2 of your Project Portfolio.
Develop a communication and education plan
Develop a communication and education plan to be used in conjunction with the change management project plan.
This plan should show how the change will be managed, including the provision of information to staff about the proposed changes and benefits.
Ensure that the strategies you develop are designed to promote the benefits of change to staff and to reduce the likelihood of a negative response/adverse outcomes.
Your communication and education plan should also show the communication and reporting process to senior management, which will be required on a regular basis.
Use can choose to use an organisational template or the Communication and Education Plan Template provided in the simulation pack.
Request feedback from staff
Assume a month has passed and you need to collect feedback from staff about how the change is being managed by the leaders. Develop an email, memo, survey or request for feedback that can be sent to staff. You can do this anyway you like as long as you include at least three questions that cover their experiences of the processes implemented, their thoughts personally on resistance to change and how they believe the communication is that management has had with staff.
Attach this communication in Section 3 of your Project Portfolio.
Carefully read the following (applies to all students even if using their own business example):
Assume that the following change management objectives are included as part of the change management process that was implemented:
Employees were satisfied with information provided as part of the change management process
Communication occurred through multiple channels
Assume that the following communication activities were implemented:
Weekly staff meeting
Newsletter updates through staff email
Assume it is 1 month into the change process and a Staff Survey of the remaining staff has been conducted.
Reflect personally on feedback
Review the change management objectives, communication activities implemented, and the Staff Survey Results. You need to reflect personally on the feedback received so you can identify areas for improvement.
Complete Section 3 of your Project Portfolio.
Write a change management review
Evaluate the effectiveness of the change management process and provide recommendations for improving communication activities to further mitigate the risk of change resistance.
Develop a short brief for the CEO of the organisation that includes your review. It should also recommend updates to the change management plan through relevant communication activities.
Your change management review should include the following:
What the change management objectives are
What change management communication activities took place
Recommended changes to the change management plan and the communication and education plans
Your review should be between half a page and one-page long.
Use the Change Management Review template to guide your work. Attach this to Section 3 of your Project Portfolio.
Update staff on change management processes
Make some changes to your Communication and Education Plan based on your own recommendations and inform staff of what these changes are. Changes must be around the communication processes instituted. You can develop a memo or staff email to communicate these changes to staff.
When developing your communication, ensure you apply the feedback received and from your own self-reflection to your leadership style.
Attach your updated Communication and Education Plan and developed staff communication to Section 3 of your Project Portfolio.
Submit your completed Project Portfolio
Make sure you have completed all sections of your Project Portfolio, answered all questions, provided enough detail as indicated and proofread for spelling and grammar as necessary. Remember to submit all necessary attachments as indicated.
Case Study
Samson Media is a publisher of several upmarket fashion magazines. It has strong links with a number of high-profile fashion houses whose products are featured in the magazines, and also provides a significant source of advertising revenue. Readers of the magazines are predominantly 35 55-year-old women.
Readership has fallen over the last two years. This is due in the most part to competition from a range of other fashion magazines who have made their product available electronically and the consumer trend of consuming their content digitally. Due to the decline in readership, profits have also fallen by 20% and there has also been a decrease in the share price.
As a consequence, the new CEO, Amir Johnson, has been appointed to turn things around. Amir was the former Marketing Director for a well-known successful media business that included a national newspaper, magazines and a subscription television channel. Those publications are focused mainly on sport and celebrity gossip. They were able to undercut their competitors with low prices, enabled by a ruthless approach to achieve high levels of efficiency and a switch early on to publications being made available in both print and electronic format.
Amir and his team have developed a new mission statement which is:
To provide interesting and engaging cutting-edge content to our readers about latest fashion trends and popular culture events in an accessible format to all of our readers.
Amir and his team have developed a Strategic Plan that includes the following objectives.
Increase return on capital to 8% within 2 years
Enact a transformational change of the company that will move to a digital format.
Close the printing and distribution site.
Achieve cost efficiencies through relocating the head office to a smaller office.
Restructure head office staff through moving to a smaller core of permanent staff and more contract staff.
It is intended that the new digital magazines will have the following features:
Focus on health and beauty, fashion and celebrity gossip.
Some free content but full access available only on a subscription basis.
Additional features available to subscribers such as video clips, podcasts and discussion
Current staff information is as follows. All staff are full-time permanent staff and their total salary costs per annum to Samson Media are also included below.
General Manager: $200,000
Finance Manager: $150,000
Marketing Manager: $150,000
Online Marketing Coordinator: $120,000
Customer service manager: $100,000
Customer service assistant: $50,000
Human Resources Manager: $110,000
Editor: $85,000
Art Editor: $80,000
Journalists (3): $270,000 (total salary costs for each journalist is $90,000)
Graphic designers (2): $240,000 (total salary costs for each journalist is $80,000)
Editing Assistant (2): $120,000 (total salary costs for each assistance is $60,000)
Photographer (2): $150,000 (total salary costs for each assistance is $75,000)
Senior Designer (2): $260,000 (total salary costs for each journalist is $120,000)
Senior Production Controller: $95,000
Printing and distribution (20 staff): Total $1,000,000
The current office rent is $500,000 per annum. The cost of running the printing and distribution site, plus the staff costs is approximately 4 million per annum. It has been identified that, given the change to the new medium of publication, it will be an immediate priority to shut down the site and make the printing staff redundant.
Employment contracts are in place for all staff members employed in Head Office. Printing and distribution workers are employed under an award. The CEO has indicated that he is interested in moving towards an enterprise agreement arrangement for all remaining staff and would like to have this reviewed as part of the strategic change process.
Current human resources policies and procedure include a recruitment, selection and induction policy and procedure and a termination policy and procedure. There is an ad-hoc performance review process in place which occurs as issues arise. There are no formal processes for training needs analysis or professional development.
An external environmental analysis scan has been conducted:
Trends include:
Political: political environment is generally good for businesses, no real regulations for this industry except around copyright and privacy.
Economic: Expected long-term decline in magazine spending; weaker advertising market: overall economic conditions are improving, as well as growth in household income; intense competition; export markets.
Social: young people focus on on-line content; niche markets appeal;
Technology Increased Internet access: the industry is experiencing a technological revolution with consumers reading magazines online. Magazine publishers are being forced to compete in a global market too as a result;
Legal: factors that may impact are copyright issues around on-line content; privacy issues
Environment: sustainable printed magazines.
General trends include:
The Magazine and Directory Publishing industry members have struggled due to consumers shifting online. The internet has challenged the Magazine and Directory Publishing industry, with revenue expected to decline at an annualised 9.4% over the next five years, to $1.0 billion. Growth in online platforms and the popularity of smartphones and tablets have changed how consumers access content. Also, the demand for telephone directories has plummeted because customers tend to use search engines and online directories to find the information they need. Digital content providers, social media platforms and other online media have taken printed publications advertising revenue away. - IBIS world market research report snapshot
Profitability relies heavily on marketing expertise.
Digital subscriptions continuing to grow.
Employment rationalization is also an issue in the industry with reduced employee numbers continuing., mainly due to technology developments.
Challenges include dependency on advertising for revenue.
Web site must cater for use on mobile devices as many consumers are using smartphones and iPads for reading. Magazines are more effective across a range of platforms with some research saying print is important too.
Online magazine readers spend more and are more likely to post on social media.
Online readers spend less time on reading the magazine but spend more time browsing beyond their initial interest e.g. reviewing products referred to in magazines.
A Change Management Policy has just been developed. See the document on the next page.
You have just been appointed in the role of Change Agent. You have been contracted in as a short-term external contractor to plan for and manage the change that has been decided on by the new CEO and his senior management team.
Samson Media
Change Management Policy
Policy Statement
Samson Media is committed to managing change within the organisation in a manner that promotes best practice. This policy has been developed to guide senior management in managing the change with employees and across the organisation to ensure a smooth transition.
All organisations need to deal with change events. We want to be able to manage change in a coherent manner and generate the most benefit from changes and improvements to the way we do business.
Definition of change management
Change management refers to defining and adopting corporate strategies, structures, procedures
and technologies to deal with changes in external conditions and the business environment.
Scope
This policy and procedures applies to all senior employees who undertake management responsibilities in relation to strategic and transformational change. This policy and procedures is supported by, and linked to the companys Strategic Plan, and Staff Code of Conduct.
Best practice approach
The key elements in Samson Medias approach to change management include:
Planning: developing and documenting the objectives to be achieved by any change and the means to achieve it.
Defined Governance: establishing appropriate organisational structures, roles, and responsibilities for the change that engage stakeholders and support the change effort.
Committed Leadership: ongoing commitment from the leadership team and across the organisation to guide organisational behaviour, and lead by example.
Informed Stakeholders: encouraging stakeholder participation and commitment to the change, by employing open and consultative communication approaches to create awareness and understanding of the change
Aligned Workforce: identifying the human impacts of the change, and developing plans to align the workforce to support the changing organisation.
The extent to which each of these five factors is exhibited in successful change projects will vary depending on the nature of the change involved. Where large whole of organisation change is involved the complexities will be increase and each of the factors outlined will require fuller consideration. In the case of a small, more localised change the need may be less significant.
Responsibilities
The responsibility for identifying, assessing and mitigating any risks lies initially with the Change Agent. The Change Agent is responsible for managing the overall day to day change management process and implementation, including coordination of any different work streams that may be required.
Samson Media
Change Management Strategy
Note: delete the prompts in italics under each heading before submitting your plan.
Introduction
Provide background, link to strategic goals and other changes.
Project Sponsor
This person leads the change project and is accountable for ensuring the project and change plan are implemented.
Project Objectives
Detail what the project will achieve.
Change Objectives and Principles
Provide details of:
What the change process will achieve.
Principles that underpin the change plan.
Ethical issues that need to be considered and how will the change plan will address them.
Change Plan Elements
What are the main elements in the change plan? [E.g., people/culture, systems/technology, documentation, positions/roles, process, skills.] Each of these elements may require a particular focus in the change plan.
Rationale for the Change
List the drivers and constraints for change.
What are the risks for the change process?
Key Stakeholder Analysis
Identify the key stakeholders and:
analyse their response to the change [e.g. what will be their main concerns/fear, where is there likely to be support for the change];
identify their needs in terms of change management and consider the style of communication required [language style & level]; and
identify the preferred media for communicating or consulting with them about the change [e.g. sessions involving dialogue about the changes, newsletters, briefings from project team members, frequently asked questions].
Assessment of Readiness to Change
Comment on the status of the change so far [e.g. is there a high-level strategy in place that stakeholders are already aware of and committed to that provides a framework for the change].
What elements might support the change [e.g. dissatisfaction with current processes; a workplace culture that supports change and innovation].
Is there strong senior support for the change?
Key Change Messages
Identify 6 key messages to convey about the change process, being upfront about gains and losses. Consider:
What will be gained/lost for the key stakeholder groups in the change process;
The messages from the stakeholder perspective;
What will be their main concerns; and
Presenting changes in a positive light even whilst acknowledging loss.
Identify Change Elements
Structures/Processes/Responsiblities/Resources/Timeframes/Performance Measures
Consider the need for particular change support structures [e.g. a change team, super users/specialists who are trained first and can support people in the workplace, involvement of users and key stakeholders at various stages, change champions in the workplace].
Consider if there is a need for transitional arrangements to support and whether the introduction of the change process needs to be staged.
What will be the impact on workloads and how will these be managed?
Develop Change Plan
Develop a change plan including performance measures [how will you know the change plan is effective?]. Ensure that the plan is adequately resourced.
Actions Resource requirements Who When Performance Measures
Risk Assessment
Identify potential risks and barriers to change and strategies to address these using the risk assessment template. Demonstrate your problem-solving skills, as well as innovation skills to identify risks/barriers to change, as well as to identify relevant and innovative strategies to deal with risks/barriers to change.
Complete the risk assessment table below to you to record risks and solutions.
Risks and barriers to change and strategies to overcome these
Risk description Likelihood Impact Priority Preventative Action/Contingency Plan
Reporting arrangements
Identify and explain the communication and reporting arrangements for the project.
Consolidation
Ensure policies, procedures and performance measures reinforce the changes.
Remove organisational barriers to the change.
Reinforce how changes have provided benefits.
Evaluation
How will the change be evaluated in relation to the achievement of the planned objectives?
How will the change management processes be evaluated? Consider summative as well as final evaluations.
How can you assess your change management strategies as you implement them?
How will the evaluation outcomes be circulated and promoted to stakeholders?
How will evaluation outcomes be used in other organisational processes?
Samson Media
Communication and Education Plan
Audience Key message Delivery method Frequency and duration of session (if applicable) Location
Samson Media
Recruitment, selection and induction policy and procedures
Policy Statement
Samson Media is committed to recruiting and selecting quality staff and inducting staff to ensure they understand their job role and can follow all required procedures.
Samson Media is also committed to ensuring that where a staff members employment is terminated, this is completed in accordance with the law and with sensitivity.
Principles
Selection decisions will always be made on merit so as to avoid discrimination and unfairness.
Employee termination will be handled sensitively and with fairness.
Scope
This policy and procedures applies to all staff who undertake recruitment, selection, induction and termination. This policy and procedures are supported by, and linked to the companys Strategic Plan, and Staff Code of Conduct.
Procedures
Recruitment, selection and appointment
The following procedures will be followed for recruitment.
Prior to the recruitment process commencing, HR to develop a position description or access an existing position description. Ensure all information in the position description is accurate and identifies the key responsibilities, key selection criteria and desirable skills and attributes.
HR will advertise the position using the organisations preferred medium(s) and Ad templates. Ads will clearly specify the purpose of the role, key selection criteria, mandatory qualifications and a contact name and number,
Following receipt of applications, HR and the responsible manager will develop a shortlist of applicants based on the applications provided and their suitability to the role. Ensure that all shortlisted applicants have mandatory qualifications required of the position or the ability to obtain them.
Interview of shortlisted candidates will be completed with HR and the responsible manager at the interview. Standard questions will be used, and accurate notes will be taken.
Following the interview, HR and the responsible manager will agree on the selected applicant and referee checks will occur using the Reference Check form.
Letter of offer to be sent out to successful candidate/s and rejection letters to unsuccessful candidates using standard letters.
Letter of offer is developed using standard template
Induction
HR creates a staff file for the new staff member and all documents relating to the recruitment process are stored.
Staff member completes all required documentation for employment, including contracts, staff details forms and TFN notice.
Ensure signed contract is on file.
Induction plan is created and initial induction completed.
Inductions as per plan are conducted during the first three months, which is also the probationary period.
At least 2 days prior to the probationary period lapsing, HR will hold a review and support session with the employee. This session is to be used as a feedback and review from both parties on the probationary period.
A forward plan for development and training needs is to be developed during this session and agreed to by the employee.
If the employees performance is not satisfactory,
Supporting documents
Position description template
Advertisement templates
Letter of offer
Award
Employment Contract template
Unsuccessful candidate template
Induction plan
Induction checklist.
Staff survey comments
A survey of remaining staff has taken place with the following comments made by staff:
Experience of the change management process
Sometimes it makes you feel unsettled, so I experience a bit of anxiety.
While there is an attempt to communicate by management and to be as open as possible, I still have a fear of the unknown.
If I had to pick on one emotion, its probably disillusionment because at the end of the day, I dont believe the department is being honest with us when it comes to change
I actually love and look forward to the challenges of change. Thats what keeps me vibrant and keeps me interested. So I embrace change with excitement.
Change is good. I dont think I have any reservations so the way I feel about change is that I accept it. I am motivated by it.
Personally, I get to experience the opportunity to have an impact on an improved way of operating in the organisation.
I experienced a lot of different things. I am not sure whether it is disappointment or excitement.
I guess its more a wait and see approach will lead to a bit of unease and nervousness.
I think that some people go through varying emotions when they experience change. For me, I am not sure. I dont know if it has affected me or not at this stage.
Resistance to change
I guess I personally havent resisted change. Theres no point in resisting change because it is inevitable. The best thing is to try and understand what it is all about and put yourself in the best position to achieve whatever needs to be done.
No. I dont resist change practices because I often do not see the point, particularly in restructures. Management will do whatever they want to do and you just go along with whatever it is they want you to do. I often dont think theres necessarily any point in resisting change.
I think they employees resist if they dont understand why we are doing it, that is, change and change management. I think if they understand what we want to achieve, then yes, they will not resist change and change management. If they dont understand, then theres going to be resistance. Why will they want to change if they dont understand what we are trying to achieve?
No, I do not resist change if the change is meaningful and if I understand the purpose for the change. I have had a lot of change in my life and I always like to see the positive in things and see things as a challenge. Likewise, I see change in this organisation as a challenge.
Well, no. No, I dont resist change. I said earlier that change is part of the workforce. It has to be. Different strategies are needed so change is with us. I dont resist it.
Communication
I have to say that communication is pretty good. I mean they dont hide things from you.
There needs to be more ways of communicating with staff than meetings and newsletters.
I feel that there is good communication within the group
There needs to be an open line of communication from top to bottom. We get more information from rumours than we do from bosses and that is something that is sad and not healthy. You need to give employees a general overview of what is happening.
I dont think that all information is presented in an open manner. Quite often one gets the feeling that some decisions already made are being sold to you. So I dont think this organisation fosters open expression or opinions if your viewpoints happen to differ from those being presented to you.
I cannot stress how important communication is and my experience has been that when you are not communicated to truthfully then you do not trust. If your communication channels are open and honest, change is an easy thing.
I believe the company does try to be seen to be providing as much communication as it can. There are regular staff meetings. I suppose there is a good flow of communication but whether we can expect what is being told is correct, is true, I am not sure.
Communication needs to be timely. Often people with my experience are very aware of changes that are going on a long time before it is formally articulated which leads to a lot of rumours, suppositions and misinformation. So timely communication is a fundamental sort of thing.
I think communication can be improved. I have said earlier that there are board, executive and leadership meetings but I am not sure to how well the outcomes of these meetings are communicated throughout the organisation. So perhaps the only weakness that I see in this organisation in terms of change management would be overall communication and consultation. There are pockets of people who do change management very well but Im not sure that it cascades right down to the bottom levels. People usually hear about the change after the event.
They give us information so that they are hoping well make the opinions they want us to make based on the information they provide. They dont actively seek any feedback from us. I dont believe they want feedback.
Samson Media
Termination Policy and Procedure
Policy
Samson Media is committed to provide clear guidelines about the termination of employees.
Scope
This applies to all employees of Samson Media. Termination may be because of:
Redundancy: the position is no longer needed.
Retrenchment: there are reduced positions
Employee resigns
Serious misconduct investigated according to disciplinary procedure
Unsatisfactory performance.
Procedures
Resignation or Dismissal
Notification of cessation of a staff members employment must be provided in writing.
The employee is to provide resignation notice outlining intention to resign and the final date of employment. Notice must be provided as per the employees employment contract or award.
Where Samson Media terminates employment due to redundancy, retrenchment, unsatisfactory performance or serious misconduct, a notice of termination will be provided, outlining final date of employment and reasons for termination.
Expectations about performance is included in each staff members contract, as well as in the staff code of conduct.
Exit Interview
All employees will be entitled to an exit interview with their manager.
The purpose of the exit interview is to seek information from the employee as to their experience of employment with the organisation and to identify areas for improvement.
The exit interview is a confidential discussion.
Information provided during the exit interview is reviewed and incorporated into Samson Medias ongoing quality improvement activities as required.
Written Reference
Employees with more than two (2) months service can be provided with a written reference on performance and service details, unless dismissed for serious misconduct.
Employees with less than two (2) months service or those who are dismissed due to serious misconduct may, upon request, be provided with a written statement of service containing the length and nature of the employment.
Return of Samson Medias property
On or before the employees final date of employment, the employee is to:
Return all property of the organisation (including keys, documents, information technology equipment, intellectual property)
Return or be reimbursed with outstanding petty cash
Remove hard copy and electronic personal and confidential files
Inform supervisor of any passwords/codes that may prevent access to computer files.
Administration
Before the employees final date of employment, Samson Media will:
calculate remaining leave entitlements and final payments according to law
ensure forwarding contact details are provided by the employee
inform the employees superannuation fund of the employees final date of employment.
On or before the employees final date of employment, Samson Media will:
Restrict computer network access: both office and remote
Remove as a signatory to financial and other transactions.
Record Keeping
The staff members resignation letter or a copy of Samson Medias employment termination letter is filed in the employees personnel file.
The staff exit interview and checklist will be filed in the employees personnel file.
-6351614805Project Portfolio
BSBLDR811 Lead strategic transformation
0Project Portfolio
BSBLDR811 Lead strategic transformation
Contents
TOC o "1-3" h z t "RTO Works Heading 1,1" Section 1: Preparation PAGEREF _Toc58238380 h 6Section 2: Leading strategic change PAGEREF _Toc58238381 h 11Section 3: Review PAGEREF _Toc58238382 h 15
Student name: Assessor: Date: Business this assessment is based on: Documents reviewed:
Section 1: PreparationProvide an overview of the current situation facing the business including:
Analysis of the companys organisational objectives and identification of strategic changes needs
A review of any current policies, procedures and practices against strategic objectives and a summary of potential changes
Key stakeholders involved and affected by the change Outline any legislation, regulations and code of practice that applies to business strategic change and how you will apply this.
(Note, if using the case study, conduct research and use federal and state specific information relevant to your own state/territory that must be applied). Research
Conduct research to identify environmental risks or impacts to the business or any other considerations you feel necessary. Outline the sources of information you identified about best practice change management strategies, as well as an overview of best practice change management strategies you will use.
Summarise each source of information and briefly outline how it has assisted in identifying major change requirements and opportunities Major change requirements
Identify and document major operational change requirements based on the business and your research and analysis to date. Formulate ideas and opportunities and outline strategies to achieve goals and how these could be implemented. Prioritisation of change requirements
Outline your recommended priorities for each of the change requirements, including your reasoning. Financial implications
Summarise the financial implications financial costs of changes and also cost reduction strategies that could be utilised.
Outline the benefits of this. Risks Communication channels
Establish channels for personnel affected by the changes to communicate with management. How will this be done and how often? As the change agent responsible for the change, what are your personal responsibilities in relation to this strategic change are and how will your behaviour impacts others? Efficacy
Describe how you see yourself in terms of personal efficacy.
Give an example where you have been effective in producing positive change in others.
Competence
Describe your interpersonal competence.
Give at least on example where you have demonstrated competence in helping others Empathy
Give at least one example of how you have demonstrated empathy in the following:
personal communication
relationships
day to day leadership role
Diversity
Evaluate your ability to build confidence and respect with diverse groups of individuals.
Comment on your ability to lead in a manner that is inclusive and respectful of the differences between people.
What are two personal weaknesses when it comes to change and what strategies do you use to regulate emotions/behaviour during times of change or disruption?
61859414351000 Attach: Organisational documentation reviewed including Change Management Policy
Section 2: Leading strategic changeStakeholder 1
Who is this person and what stakeholder group do they form part of? List of questions to ask this person. Complete this after the meeting
How confident are you in this persons ability to not only handle the change but to contribute positively to the organisations change management processes?
Provide reasons Stakeholder 2
Who is this person and what stakeholder group do they form part of? List of questions to ask this person. Complete this after the meeting
How confident are you in this persons ability to not only handle the change but to contribute positively to the organisations change management processes?
Provide reasons
Stakeholder 3
Who is this person and what stakeholder group do they form part of? List of questions to ask this person. Complete this after the meeting
How confident are you in this persons ability to not only handle the change but to contribute positively to the organisations change management processes?
Provide reasons
61859414351000 Attach: Written internal stakeholder communication
Written external stakeholder communication
Change management plan
Communication and education plan
Video footage of 3 x stakeholder engagement sessions (if not observed by the assessor)
Section 3: ReviewSummarise the feedback received that relates to management How can the feedback you have received help you to improve your leadership style and communication?
Provide specific examples What is one area that you feel you would benefit the most from improving. Source two professional development activities that could assist with this identified area/s
Provide supporting reasons for your choice
Describe what you intend to do over the next few years for your own personal development. Describe what you intend to do over the next few years to develop your personal leadership style 61859414351000 Attach: Request for feedback
Change Management Review
Updated Communication and Education Plan
Developed written communication about change of process
