BSBINN601 Assignment 1

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BSBINN601 Assignment 1
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In order to follow the strategic plan goals, there are some requirements for change for Fast Track.
Identify requirements for change:
-The truck fleet will need to be expanded by 8 trucks within the 2012 financial year.
-Remove the need for having two drivers per truck by installing an automatic lift gate on the back
and use these surplus drivers to drive the new trucks to enable the company to extend its service to
regional NSW.
-Testing of the distribution management system is to cease and allow implementation within the
first quarter of the 2012 financial year.
-Human resources will introduce professional development and training to achieve organisational
goals and promote understanding of organisation’s strategic goals in the first quarter of the 2012
financial year.
-All trucks are fitted with a GPS system to assist drivers with navigating to each pick up and drop off
location. Trucks are also assigned a PDA that provides drivers with the details of each pick up and
drop off and records when a job starts and finishes.
-Human resources will incorporate a Human Resources function to facilitate the changes in
workforce management in the first quarter of the 2012 financial year. Eliminate industrial relations
problems in the 2012 financial year. Conclude negotiations with employees and union.
The link between identified change needs to the organisation’s strategic plan goals:
-Expand business in the metropolitan area so that small to medium package deliveries market
share increases by 7.5%.
. In order to increase the market share by 7.5%. One truck driver will be needed per truck and the
truck fleet will need to be expanded by 8 trucks and surplus drivers will be driving the new trucks,
this is to enable the company to extend its service to regional NSW, which also expand the business
from delivering medium to large size packages across metropolitan Sydney to delivery small to
medium packages to metropolitan Sydney and regional NSW as well
-Develop an integrated approach to distribution management utilising technology such as PDA

devices and GPS.
In order to develop an integrated approach to distribution management utilising technology, all

trucks are fitted with a GPS system. Trucks are also assigned a PDA that provides drivers with the
details of each pick up and drop off and records when a job starts and finishes. The data from the
device is sent back to head office to monitor job progress. A testing of the distribution management
system is to cease and allow implementation within the first quarter of 2012 financial year. Human
resources will introduce professional development and training to achieve the goals. Remove the
need for having two drivers per truck by installing an automatic lift gate on the back and use these
surplus drivers to drive the new trucks to enable the company to extend its service to regional NSW.
-Develop and maintain a cohesive and well-motivated workforce.
In order to develop and maintain a cohesive and well-motivated workforce. Human resources will
incorporate a Human Resources function to facilitate the changes in workforce management in the
first quarter of the 2012 financial year. Eliminate industrial relations problems in the 2012 financial
year and conclude negotiations with employees and union.
The organisation’s performance against strategic goals:
a. People
Head office employees:
-Lots of opportunity to participate in learning and development programs due to
management support, however little desire to participate.
-High employee engagement scores. Employees cite team work and opportunities as
motivating factors affecting the business success.
-Work very closely together and are a very cohesive and motivated team.
-Positive about the organisation’s direction and respond well to change.
Drivers:
-Heavily unionised
-Little opportunity to participate in learning and development programs due to being on the
road, however little to no interest to participate in development opportunities.
-Low employee engagement scores. Drivers cite pay as an issue.
-Currently experiencing low turnover.
-History of industrial disputes regarding pay and previous change initiatives.
-Happy with the current work environment as part of a two-man team.
-High value placed on communication with trucking team members.
b. Processes
-Communicates with employees via email for head office employees and a printed monthly
newsletter for drivers.
-Company provides information regarding policies procedures through documented manuals
that are held in each truck as an employee manual. Office-based staff can access copies of
these manuals at the office.
c. Technology
-All trucks are fitted with a GPS system to assist drivers with navigating to pick up and drop
off location. Trucks are also assigned a PDA that provides drivers with the details of each pick
up and drop off and records when a job starts and finishes. The data from this device is sent
back to head office to monitor job progress but is not used to complete productivity
reporting.
d. Structure
-General manager (GM)-Generally on the road; never in office.
-Chief financial office (CFO)-Reports to GM
-Accountant-Reports to CFO
-Office team manager-Reports to GM
-Office team members-Report to office team manager
-Truck drivers-Report to office
-Currently two drivers per truck to load and unload heavy packages as part of a two-man
team. The organisation typically leaves the drivers alone and lets them do their job.
Identify two external trends and how the trends will impact organisational objectives:
There are some external trends may impact on the achievement of the organisation’s strategic plan
goals:
1. Legal: Government legislation keeps changing all the time. Any changes will have direct
impacts on the company such as tax rate, transportation charges. It can affect the cost of
company as well as the profit of the company.
2. Technological: Keep technology and computer system up-to-date, it will have positive effects
on the process of handling order, dealing with order and tracing the order. It will increase
the efficiency and may increase market share.
Major operational change requirements:
a. Performance gaps:
Provide training. Introduce technology. Arrange one driver per truck instead of two.
b. Business opportunities/threats:
Increase truck fleet. Improve distribution systems utilising technology.
c. Threats:
Install automatic lift gate to prevent lifting injuries. Eliminate industrial relations problems,
conclude negotiations with employees and union.
d. Management decisions:
Expand business in the metropolitan area to deliver small to medium package to increase
Sydney market share by 7.5%.
Identify specialists to be consulted to assist with identifying change needs:
IT experts:
Change the management system utilising technology such as PDA devices and GPS.
The purchase of expertise model will be used. Since Fast Track don’t have the skills and knowledge
internally or the capacity to deliver such an outcome. Using this model, Fast Track engages an
external service provider to deliver an outcome of management system utilising technology.
HR specialist:
New arrangement of truck drivers, eliminate industrial relations problems, introduce professional
development and training. Incorporate a Human Resources function to facilitate the changes in
workforce management.
Process consultation model will be used. Under this model the HR specialist and Fast Track work
together to identify the problem and solution.
Identification of change management requirements and opportunities:
HR specialist:
-Increase salary to truck driver referencing the industrial average.
-Regular consultation with union and employee representative.
-Provide two-way communication and gain feedback in organisation.
-Promote training culture within the organisation.
IT experts:
-Update the computer system
-Provide training of PDA devices and GPS
Plan to review and priorities change requirements with managers:
Through meeting to review and agree identified change requirements and priorities.
Priority Managers affected How will the change affect these Date and details
by the change manager
1 Office team manager Allocation: 10/7/2012

1 truck driver per truck and using Meeting with office
PDA devices and GPS for the truck team manager and IT
driver manager
2 Chief financial officer Financial and resource allocation: 5/7/2012

Arrange fund for purchasing new Meeting with CFO
trucks and installing automatic lift
gate
3 IT manager Provide IT training: 10/7/2012

Provide training about distribution Meeting with office
system utilising technology such as team manager and IT
PDA devices and GPS. manager
4 HR manager Remuneration, allocation, 15/7/2012

performance, training: Meeting with HR
-Incorporate a Human Resources manager
function to facilitate the changes in
workforce arrangement.
5 HR manager -Introduce professional development 15/7/2012

and training. Meeting with HR
manager
6 HR manager -Eliminate industrial relations 15/7/2012
problems Meeting with HR
manager

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Identify requirements for change:

-Develop an integrated approach to distribution management utilising technology such as PDA

In order to develop an integrated approach to distribution management utilising technology, all

-Develop and maintain a cohesive and well-motivated workforce.

The organisation’s performance against strategic goals:

Major operational change requirements:

Identify specialists to be consulted to assist with identifying change needs:

Identification of change management requirements and opportunities:

-Regular consultation with union and employee representative.

-Provide two-way communication and gain feedback in organisation.

-Promote training culture within the organisation.

-Update the computer system

-Provide training of PDA devices and GPS

Plan to review and priorities change requirements with managers:

1 Office team manager Allocation: 10/7/2012

2 Chief financial officer Financial and resource allocation: 5/7/2012

3 IT manager Provide IT training: 10/7/2012

4 HR manager Remuneration, allocation, 15/7/2012

5 HR manager -Introduce professional development 15/7/2012

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