Assessment Task 1

1. Create a flow chart by using the headings below to demonstrate the change
management cycle. Below each heading provide a brief description of each stage.

Organisational problem

Effectual Strategic
state Vision

Optimal Creative
state state

Efficient
state

Figure 1. Flow chart of the change management cycle

Firstly, at Efficient state, the strategic change development is taken place. Then,
at creative state (strategic change analysis and development),to improve the creative
and competitive quality of an organization, it is the implementation of future-oriented
design principles. Regarding to strategic vision, it can be seem as a picture or mental
image of what the company is supposed to look like in the future. About optimal state,
it is the stage that Implementation of organizational change takes place during the
implementation process. Finally, the need for improvement is realized at effectual
state.
2. Outline 4 common reasons that the need for organisational change may be
identified as required.
Organizational change is a process in which an organization optimizes performance as
it works toward becoming its ideal state (Jones, 2010). According to Afra. P. (2017),
there are four main causes for organisational change: change in product or service,
change in administration system, advanced technology and economic competition.
The first reason is change in product or service. A company that thrives on cosmetics
can target market expansion in the health care sector to increase brand influence,
reputation and profitability. For example, a company that famous for selling comestic
could expand it product by selling in healthcare product. This active will help
company to improve profit and capitalise on new opportunities.
Next is changing in Administration system for growth opportunities. These changes
may stem from a desire to improve efficiency or gain a polotical power advantage
within the organization. By this decision, company could solve its disfunctional staff
team and solve its complex problem that related to administration.
The advanced technology is the most common reason from external environment. The
advent of automation technologies, computers and robots helps increase productivity
and minimize tedious tasks, thereby greatly changing the way businesses operate.
The last reason is economic competition. Companies often struggle to maintain market
share, expand advertising and produce products with cheaper price. This kind of
economic competition not only forces organizations to change, but also demands that
they change effectively if they are to survive.
3. Organizational change objectives are usually outlined in the strategic plan.
A. What is a strategic plan?
Strategic planning is an organization's process of defining its strategy, or direction,
and making decisions on allocating its resources to pursue this strategy . In order to
determine the direction of the organization, it is necessary to understand its current
position and the possible avenues through which it can pursue a particular course of
action.
B. What are some common weaknesses found in strategic plans?
The first weakness of the strategic plan is that it does not assits in major or difficult
decision making. Because strategic plans have a tendency to be subjective and simple,
for complex decisions, strategic plans are not a useful analysis to help businesses face
difficulties in the future.
Next weakness is that companies usually does not make a thorough strategic analysis
when they initiate strategic planning procedures. So they plan according to the
knowledge they know and it makes the planning weak not strategic and make it more
likely a guess work.
C. What strategies should be included in a strategic plan to ensure it remains
appropriate in the future?
The problem emphasized here is the vision of the future, so the strategies to be
included need to measure future outcomes by contigency planning and yielding value
addition. It develops strategies to achieve scenarios. We need to Review our other
scenarios and devise strategies to deal with futures that may occur.
4. What is the purpose of reviewing existing policies and practices against strategic
objectives and what other factors should be considered when undertaking such a
review?
Firstly, the purpose of reviewing existing policies and practices against strategic
objectives is that it help outdated policies can pose a risk to businesses. By using these
policies, businesses may not be able to access technology or policies in a timely
manner, causing inconsistencies. The review of policies and procedures is particularly
important for high-risk or strictly controlled industries such as health care, public
safety, banking, etc. But organizations in every industry should regularly review and
revise their company policies.
The factors that should be considered when undertaking such a review, firstly, is:
objective and process to plan for any change. Because it keeps your organization up to
date with industry regulations, technologies and best practices. Policy reviews ensure
that your policies are relevant and effective. Next is the timeline of the review of
policy and procedures. When periodically reviewing, the company will promptly
update the policy if there is a change and detect errors if there is an incorrect
application of the policy.
5. What is a ‘PEST analyses? Name the components of a ‘PEST analysis’ and for
each component provide a brief example of an external environmental factor that
could pose a threat to an organization.
PEST model is a useful strategic tool to help businesses assess the growth or downturn
of the market as well as business position, opportunities and orientations for business
activities [ CITATION JOS14 \l 1033 ].
The PEST model is a type of analysis that looks at four important business factors.
The four factor are: Political, Economic, Sociocultural, Technological.
Political factors include government Economic factors affect the purchasing
regulations and legal issues and define power of potential customers and the
both formal and informal rules under firm's cost of capital.
which the firm must operate. The following are examples of factors in
Some examples include: Tax policy and the macro economy: Economic growth
Employment laws. and Interest rates.

Social factors include the demographic Technological factors are factors that
and cultural aspects of the external affect the ecological, environmental
microenvironment. These factors affect aspects as well as those related to
customer needs and the size of potential research and development (R&D) and
markets. automation.
Some social factors include: Health Some technological factors include r&d
consciousness and Population growth activity, advanced technology, novel
rate. inventions.
6. What is a ‘SWOT analysis’? Name the components of a ‘SWOT analysis’ and for
each component provide two examples.
SWOT analysis is an important factor to create business strategy. Through SWOT
analysis, businesses will clearly see their goals as well as internal and external factors
of the organization that can positively or negatively affect the goals set by the
business. Basically, SWOT analysis means analyzing 4 elements: (S) Strengths, (W)
Weaknesses, (O) Opportunities, (T) Threats, which help businesses identify strategic
goals and directions for the business (Emet, 2017).
Strengths are characteristics of a Weaknesses are an internal characteristic
business or project that offer an that makes a business or project weaker
advantage over competitors. than its competitors.
For example: Good reputation among Such as: High cost structure or lack of
customers and famous brand names. access to the best natural resources.

Opportunities are environmental factors Threats are external factors that can
that can be exploited to gain an negatively affect a business or project.
advantage or opportunity for a project.
For example: an unfulfilled customer Such as: Form of operation is easy to
need and arrival of new technologies. copy, Strict laws.

7. Answer the following with short answer responses:

A) Why is it important to review and priorities change requirements or
opportunities with relevant managers?
Organizations requires people who can make a positive contribution to their ongoing
efforts to change.
The most common reason why efforts to change fail is because they meet employee
opposition. Change continues to be a challenge to many people, making it difficult to
gain support and commitment to change implementation. It is therefore important that
relevant and skilled managers review the change as they know the need for change
and have the ability to effectively manage change.
B) Why is it important to consult with specialists to assist in the identification of
major change requirements and opportunities?
Consultation is a necessary requirement in the phases of planning and policy
development, review and change process. Consultation in the development of plans
requires a commitment to: effectively communicate with a large community of
individuals and groups with different values and concerns; and take feedback into
consideration. Consultation will enhance public awareness of the plan and RM
processes when carried out effectively and early in the design of the plan, improve the
quality and buy-in of the plan, and ideally result in fewer long-term disputes and
appeals to the plan. An expert must maintain and review the ultimate choice to ensure
that change goes on as necessary and should be successful as planned.
8. What is a cost benefit analysis (CBA) and why is it used when implementing
organizational change?
The benefit and cost analysis (CBA), also known as economic analysis, is an extended
"

analysis of financial analysis, used mainly by governments and international agencies

to consider whether a project or policy increase public welfare" [ CITATION
Per94 \l 1033 ].
It is used as CBA is merely a tool for analyzing / calculating the change's payback
period. By this we can have an idea of a period over which we will be returned to the
value of the adjustment.
9. Outline 5 common barriers to ‘change’ and indicate appropriate strategies for
each barrier to reduce the impact of the change.
There are 5 common barriers of changing. Firstly is Habit, it provides both comfort
and security but it often well-established and difficult to change. Secondly,
misunderstanding also are communications problems, inadequate information. The
next barriers is Low tolerance of change. Because it is tent to be sense of insecurity
and different assessment of the situation. Disagreement over the need for change also
is another barriers because of it over the advantages and disadvantages. And final is
economic implications. Employees are likely to resist change which is perceived as
affecting their pay or other rewards. Established patterns of working and reward create
a vested interest in maintaining the status quotation.
There are some strategies for reduce the impact: carefully explain the demand for
changing, Build trust and sense of security and enhance employee relations, Consult,
negotiate and offer support and training, …
10. Outline the purpose and key components of a ‘change management project
plan’.
Change management is a systematic approach to shifting / transferring people, groups,
and organisations from a current state to a desired future state, according to Kotter
(2011). It is an organizational mechanism that aims to help workers embrace and
accept changes to their current business climate. Change management refers to a
project management system in which improvements are formally introduced or
accepted in project management. The key elements of the Management Plan for
Change are as follows: Plan, Implement, Communicate, Measure and Involve.
11. Outline strategies for communicating an organizational change that may cause
a large impact to stakeholders. Your communication plan should include
appropriate strategies to reduce the impact of the change.
Firstly, the first thing a manager must do when communicating an new change in
organization that may cause a large impact to stakeholder is provide answers that are
accurate and honest and protect credibility. Because when a company has an
influence organizational change, stakeholders as employees, investor, ... need to know
clearly about the reason, understand misunderstanding about company and this
change. If the reason is given reasonably and the manager proves that the change is
necessary and benefits the stakeholders, the change in organization will receive
support. Stakeholder have a tendency to allow and try to adapt with new change,
reducing nagative impacts.
The next act is listening to stakeholders. After making an organizational change and
explaining the reason, managers should take the time to listen to stakeholders'
feedback after they apply the change. By listening, the manager can promptly explain
misunderstanding problems from employees, or correct errors from changes to
investors, etc. Due to these adjustments by discussing and listening the stakeholder,
managers could review their organizational changes and reduce negative impact from
unresonable use of new policies.
Third action that manager could make is minimise gossip and rumors by regularly and
transparently communicating. Because when applying new organizational change, it is
inevitable that misunderstandings and rumors in the enterprise should be prevented,
early prevention is necessary. Managers should release a clear process or text and
apply new rules to employees to avoid misunderstanding.
Next, maintaining the regular meeting is extremely important. Until new
organizational changes are smoothly applied, regular meetings about regular meetings
should be held weekly. That helps stakeholders understand changes in the application
process, send feedback and come up with timely solutions with errors.
Finally, offer incentives and organize social activities to break down barriers from
announcing organizational changes. After receiving incentives, stakeholders tend to
realize the benefits of changes and support the change process. By social activities, the
company can position the brand and affirm its position to prove that the company still
works well despite the influential changes of
the organization.
12. Provide a range of (at least 3) interventions and activities that may be used to
implement and embed the change process into an organization
Interventions are organized interventions that are used individually or in combination
by the participants of a client group to enhance their social or task performance. Many
assumptions are made when choosing a particular approach about the existence and
functioning of organizations. Six such assumptions were mentioned by Beckhard:
Firstly, an organization's fundamental building blocks are groups (teams). So that the
based units of change are groups, despite of individuals. Next, an always important
change objective is to reduce excessive competition between sections of the company
and to establish a more cooperative condition. Decision making in a healthy
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organization is located where the information sources are, rather than in a particular
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role or level of hierarchy.

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There are interventions that focus on task issues (what people do), and those that focus
on process issues (how people go about doing it). Finally, interventions may be
roughly classified according to which change mechanism they tend to emphasize.
There are approaches focused on mission issues (what people are doing) and those
focusing on system problems (how people do it). Finally, measures can be loosely
categorized according to which mechanism of improvement they appear to pressure.
13. At what stage would it be appropriate to consider a ‘change management project
plan’ as complete and how should the change process be evaluated?
Seeing a Change project as complete at Measure Stage would be acceptable. As we
have implemented nearly all the techniques at this stage, we are now evaluating the
after-effects for this, and we are obtaining feedback and recognition at this stage.
According to kotter (2011) "While it is always important to ' inspect what you expect,
' it is also important to set up the effort to change so that people in the company
encounter some early wins. Such early wins improve individual enthusiasm for change
while also benefiting from improving change-skeptical employees ' attitudes.
Communicating how the work of the employees will change and how they will be
evaluated during and after the change initiative is also critical. Setting clear
expectations and regular informal feedback can help build trust among employees and
shape the key behaviors required for positive outcomes. Lastly, it is important to bear
in mind that it needs to be personal, immediate, genuine and precise in order to be
most successful in recognition. Highly visible bonuses are a good way to strengthen
the dedication of the company to change. Likewise, disciplining individuals who stand
in the way of reform would reinforce the commitment of the company to the effort to
change.
References
Jones, Gareth. (2010). Organizational Theory, Design, and Change / G.R. Jones.
Gürel, Emet. (2017). SWOT ANALYSIS: A THEORETICAL REVIEW. Journal of
International Social Research. 10. 994-1006. 10.17719/jisr.2017.1832.
Kotter, John P. and Cohen, Dan S. The Heart of Change. Boston: Harvard Business
School Press, 2002. Library of Congress Cataloging-In-Publication Data. Web. Feb 1.
2011
HO, J. K.-K. (2014). Formulation of a Systemic PEST Analysis for Strategic Analysis.
EUROPEAN ACADEMIC RESEARCH - Vol. II, Issue 5 .
P, A. (2017). Internal and external causes of organisational change. Kibondo:
Kumhama Public House.
Perkins, F. (1994). Practical Cost Benefit Analysis: Basic Concepts and Applications.