BSBLDR811 Lead strategic transformation

BSBLDR811 Learner Instructions 1

Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
© MVJ Enterprises Pty Ltd t/a Perth College of Beauty Therapy, YES College Page 1 of 29
 BSBLDR811 Lead strategic transformation

Learner Instructions 1
Knowledge Assessment

Submission details

Students Name

Student ID

Group

Assessor’s Name

Assessment Date/s

Pre-Assessment Checklist

The purpose of this checklist

The pre-assessment checklist helps you determine if you are ready for
assessment. Your trainer/assessor must review the checklist with you before you
attempt the assessment task. If any items of the checklist are incomplete or not
clear, your trainer/assessor must provide relevant information to you to ensure you
understand the requirements of the assessment task. You must ensure you are
ready for the assessment task before undertaking it.
Section 1: Information for Students

☐ Make sure you have completed the necessary prior learning before attempting this
assessment.

☐ Make sure your trainer/assessor clearly explained the assessment process and tasks to
be completed.

☐ Make sure you understand what evidence is required to be collected and how.

☐ Make sure you know your rights and the Complaints and Appeal process.

☐ Make sure you discuss any special needs or reasonable adjustments to be considered
during the assessment.

☐ Make sure that you have access to a computer and the internet.

☐ Make sure that you have all the required resources needed to complete this assessment
task.

BSBLDR811 Learner Instructions 1

Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
© MVJ Enterprises Pty Ltd t/a Perth College of Beauty Therapy, YES College Page 2 of 29
 BSBLDR811 Lead strategic transformation

☐ The due date of this assessment task will be provided by your Trainer/Assessor.

☐ In exceptional (compelling and compassionate) circumstances, an extension to submit

an assessment can be granted by the trainer/assessor. Evidence of the compelling and
compassionate circumstances must be provided together with your request for an
extension to submit your assessment work.

☐ The request for an extension to submit your assessment work must be made before the
due date.

Declaration (Student to complete)

☐ I confirm that the purpose and procedure of this assessment task has been clearly
explained to me.

☐ I confirm that I have been consulted about any special needs I might have in relation to
the assessment process.

☐ I confirm that the criteria used for this assessment has been discussed with me, as have
the consequences and possible outcomes of this assessment.

☐ I confirm I have accessed and understand the assessment information as provided in

YES College’s Student Handbook.

☐ I confirm I have been given fair notice of the date, time, venue and/or other
arrangements for this assessment.

☐ I confirm that I am ready for assessment.

Student Name: ______________________________________

Student Signature: ___________________________________

BSBLDR811 Learner Instructions 1

Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
© MVJ Enterprises Pty Ltd t/a Perth College of Beauty Therapy, YES College Page 3 of 29
 BSBLDR811 Lead strategic transformation

Assessment type:

 Written Questions

Instructions provided to the student:

Assessment task description:

 This is the first (1) assessment task you must successfully complete to be
deemed competent in this unit of competency.
 The Knowledge Assessment is comprised of seven (7) written questions.
 You must respond to all questions and submit them to your
Trainer/Assessor.
 You must answer all questions to the required level, e.g. provide an answer
within the required word limit, to be deemed satisfactory in this task.
 You will receive your feedback within 7 days of submission, and you will be
notified by your Trainer/Assessor when your results are available.

Applicable conditions:

 This knowledge assessment is untimed and is conducted as an open book

assessment (this means you can refer to your textbook during the
assessment).
 You must read and respond to all questions.
 You may handwrite/use a computer to answer the questions.
 You must complete the task independently.
 No marks or grades are allocated for this assessment task. The outcome of
the task will be Satisfactory or Not Yet Satisfactory.
 As you complete this assessment task, you are predominately
demonstrating your written skills and knowledge to your trainer/assessor.

Resubmissions and reattempts:

 If you are unable to achieve a satisfactory result for this task on your first attempt,
two more resubmissions are permitted before you are deemed not yet satisfactory
in this task.
 You must speak to your trainer/assessor if you have any difficulty in completing this
task and require reasonable adjustments.
 For more information, please refer to YES College’s Student Handbook.
Instructions for answering the written questions:

 Complete a written assessment consisting of a series of questions.

 You are required to answer all the questions correctly.
 Do not start answering questions without understanding what is required.
Read the questions carefully and critically analyse them for a few seconds;
BSBLDR811 Learner Instructions 1
Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
© MVJ Enterprises Pty Ltd t/a Perth College of Beauty Therapy, YES College Page 4 of 29
 BSBLDR811 Lead strategic transformation

this will help you to identify what information is needed in the answer.
 Your answers must demonstrate an understanding and application of the
relevant concepts and critical thinking.
 Be concise, to the point and write answers within the word-limit given to
each question. Do not provide irrelevant information. Remember, quantity is
not quality.
 You must write your responses in your own words.
 Use non-discriminatory language. The language used should not devalue,
demean, or exclude individuals or groups based on attributes such as
gender, disability, culture, race, religion, sexual preference or age. Gender-
inclusive language should be used.
 When you quote, paraphrase, summarise or copy information from other
sources to write your answers or research your work, always acknowledge
the source.
Purpose of the assessment:

This assessment task is designed to analyse and lead organisational transformation and
learning for strategic outcome and knowledge regarding the following:

 Knowledge of content of and process for developing a change

management strategy
 Knowledge of key stakeholders involved in strategic change
 Knowledge of organisational mission, purpose and values
 Knowledge of strategic change risks and mitigation strategies including
learning and communication processes
 Knowledge of range of leadership styles
 Knowledge of personal development planning methodologies
 Knowledge of organisational transformation and the management of the
stages of change.

Task instructions:

 This is an individual assessment.

 To ensure your responses are satisfactory, consult a range of learning
resources and other information such as handouts, textbooks, learner
resources etc.
 To be assessed as Satisfactory in this assessment task, all questions must
be answered correctly.

BSBLDR811 Learner Instructions 1

Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
© MVJ Enterprises Pty Ltd t/a Perth College of Beauty Therapy, YES College Page 5 of 29
 BSBLDR811 Lead strategic transformation

Written Questions
Provide your response to each question in the box below.

Q1 Answer the following questions: Satisfactory

: response
1.1. What is a change management strategy? Discuss the
process for developing and implementing a change Yes No ☐
management strategy. Write your answer in 300-350 words. ☐
1.2. Discuss the key content of a change management
strategy in 200-250 words.

1.1. A plan on how to modify something is referred to as a change

management strategy. A change management plan in business
outlines the precise methods by which a firm will handle things like
adjustments to the supply chain, inventory needs, scheduling, or
project scope. Making a formal plan is meant to guarantee that any
unfavourable consequences of change are kept to a minimum.
Stakeholders must develop a plan for how to detect when a change is
necessary, how to authorise changes, how to execute changes, and
how to monitor changes to ensure they have the desired effect in
order to successfully implement a change management strategy.

1. Get the company ready for change

An company has to be ready logistically and culturally in order to seek

and implement change successfully. To attain the optimum
commercial outcome, cultural groundwork must be done before going
into logistics.

2. Create a change plan and vision.

Managers must create a comprehensive and practical plan for

implementing change once the company is ready to do so.

3. Put the changes into action

Once the plan has been made, all that is needed to bring about the
necessary change is to carry out the procedures stated therein. The
nature of the endeavour will determine if this entails modifications to
the organization's structure, strategy, systems, procedures, employee

BSBLDR811 Learner Instructions 1

Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
© MVJ Enterprises Pty Ltd t/a Perth College of Beauty Therapy, YES College Page 6 of 29
 BSBLDR811 Lead strategic transformation

behaviours, or other elements.

4. Integrate Changes Into Organizational Culture and Procedures

When a change project is over, change managers need to stop a

return to the previous situation or status quo. This is crucial for
organisational transformation including corporate operations like
workflows, culture, and strategy development. Without a sufficient
strategy, employees risk reverting to the "old way," especially during
the transitional phase.

5. Evaluate Results and Progress

A change initiative's completion does not always imply that it was a

success. Business executives can learn whether a change endeavour
was successful, unsuccessful, or had mixed results by doing analysis
and evaluation, or a "project post mortem." Additionally, it may
provide insightful information and lessons that may be used to next
change initiatives.

1.2. The process of leadership alignment shouldn't be labour intensive.

The project sponsor typically creates the original brief and presents
the benefits argument, thus they ought to be persuaded. However,
given the challenges and shifting priorities in a dynamic workplace, it
may need extra work to maintain their interest and support throughout
the project.

It is crucial to finish a stakeholder analysis activity at the beginning of

the project. It enables you to recognise and comprehend project
stakeholders, classify them, and create engagement strategies for
each of them. Stakeholder engagement is a change facilitator and
should be maintained during the project's duration as well as beyond
to support the change's embedding. Plans for engaging stakeholders
and creating stakeholder groups should be updated and modified
during the course of the project since they are dynamic.

It goes without saying, but communication is essential. Determine the

channels of communication that are available and start the procedures
needed to use them. Actively raising project awareness is what you
want to do. Without communication, individuals will create their own
truths. In order to keep the conversation moving, say something if you
BSBLDR811 Learner Instructions 1
Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
© MVJ Enterprises Pty Ltd t/a Perth College of Beauty Therapy, YES College Page 7 of 29
 BSBLDR811 Lead strategic transformation

have anything to say, and say nothing if there is nothing new to say.

How big of an impact the change has on stakeholders and how

prepared they are to undertake the change are the topics of the
concept of "Change Impact and Readiness." The readiness activity,
which may include a Readiness Checklist and a Readiness Status
Tracker, examines a group's capacity to adapt and reduces delivery
risk.

Where knowledge gaps have been found, training is necessary to

promote acceptance and embedding. Both behavioural and
technological factors may be involved. The most effective training
techniques, such as one-on-one instruction, group sessions, "train
the trainer" sessions, training manuals, remote learning, or learning in
a controlled environment, will depend on the type of change and the
size of the population affected.

BSBLDR811 Learner Instructions 1

Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
© MVJ Enterprises Pty Ltd t/a Perth College of Beauty Therapy, YES College Page 8 of 29
 BSBLDR811 Lead strategic transformation

BSBLDR811 Learner Instructions 1

Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
© MVJ Enterprises Pty Ltd t/a Perth College of Beauty Therapy, YES College Page 9 of 29
 BSBLDR811 Lead strategic transformation

BSBLDR811 Learner Instructions 1

Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
© MVJ Enterprises Pty Ltd t/a Perth College of Beauty Therapy, YES College Page 10 of 29
 BSBLDR811 Lead strategic transformation

Q2 Answer the following questions: Satisfactory

: response
2.1. Explain the purpose of an organisation’s mission,
vision and value statements. Write your answer in 100-150 Yes ☐ No ☐
words.
2.2. How does the mission, vision and values guide the
strategic direction of the organisation? Write your answer
in 200-250 words.
2.3. What is the purpose of an organisational purpose
statement? Why is it important? Write your answer in 350-
400 words.

2.1. Both the mission and the vision of an organisation relate to its
purpose, and they are often expressed in writing. The organization's mission
and vision statements provide answers to the questions of who we are, what
we value, and where we're heading. Additionally, it has been demonstrated
that businesses with a clearly defined mission and vision perform better than
those without one, with the qualification that this was true only when
strategy, goals, and objectives were also in line with them. A mission
statement explains the organization's purpose and how it intends to benefit
its main constituencies. The stakeholders that are most frequently
highlighted are customers, employees, and investors, while additional
stakeholders like the government or communities might also be considered.
Compared to vision statements, mission statements are frequently lengthier.
A summary of the company's values may also be included in mission
statements. Values are an individual's or group's beliefs, or in this case, the
organization's values, in which they have an emotional investment. As you
can see, the six guiding principles included in Starbucks' mission statement
also convey the company's values.

2.2. The words "mission statement" and "vision statement" are sometimes
used interchangeably in business contexts. They all serve a unique role,
though. The mission statement outlines what the organisation must do today
in order to accomplish the goal, while the vision statement outlines where the
organisation wishes to be in the future. The mission statement is more
explicit, but the vision and mission statements must complement one
another. It outlines how the company will vary from other businesses in its
sector. Specific goals are not included in the vision statement. Each of the
aforementioned examples might be utilised by a variety of enterprises, as
BSBLDR811 Learner Instructions 1
Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
© MVJ Enterprises Pty Ltd t/a Perth College of Beauty Therapy, YES College Page 11 of 29
 BSBLDR811 Lead strategic transformation

you can see. Instead, the vision is a thorough outline of the benefits an
organisation offers. It is a representation in graphic form of what the
company aspires to become or become. People should be motivated and
inspired to want to be a part of and contribute to the organisation by it. It is
best to keep vision statements to no more than a brief paragraph in length.
The mission and vision statements are not the same as the values statement,
which is also known as the code of ethics. The organization's vision and
mission describe where it is heading (vision) and what it will do to get there
(mission) (mission). They focus employees' efforts inside the company
around shared objectives. The organization's core principles are outlined in
the values statement, along with expectations for how employees should
interact with one another, clients and suppliers, and other stakeholders. It
offers the organisation a moral framework for decision-making and creates a
benchmark for evaluating deeds. Additionally, it offers a benchmark by which
workers may evaluate noncompliance.

2.3. A mission statement sums up your company's motivations, which go

beyond just turning a profit. Additionally, it shows how well your product or
service benefits the clients you work with. Once your purpose is clear, you'll
need a set of goals to help you achieve it. The mission statement enters the
picture here. A mission statement is actionable first and foremost. It outlines
the route you must go to fulfil your goal. A mission statement is therefore
rooted in the present, whereas a purpose statement is concerned with the
future.

A purpose statement outlines expectations for both internal audiences (such

as leadership and staff) and external audiences (for customers and
investors). It serves as the roadmap for the future of your business and
serves as a reference point for all decisions you make, from how your goods
are made to the language you employ in your marketing. Defining what
makes your business special is one of the key functions of your purpose
statement. Since your rivals might be able to mimic your product or service,
they would struggle to do the same with your distinctive purpose. A
compelling mission statement outlines the direction your business will take,
making it easier for you to envision and establish specific objectives. These
objectives should evaluate more than just financial success; they should
also show how your mission is evolving in relation to the social effect you're
attempting to have. A mission statement is actionable first and foremost. It
outlines the route you must go to fulfil your goal. A mission statement is
therefore entrenched in the present, but a purpose statement is concerned
with the future. Your firm's purpose, in contrast to a company mission,
BSBLDR811 Learner Instructions 1
Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
© MVJ Enterprises Pty Ltd t/a Perth College of Beauty Therapy, YES College Page 12 of 29
 BSBLDR811 Lead strategic transformation

cannot be accomplished or crossed off a list. A mission statement

demonstrates your company's continuing efforts to advance. According to
the survey, businesses are more likely to draw customers and have an
impact on purchase decisions if they convey their mission, stand for
something more than what they provide, and show dedication.

BSBLDR811 Learner Instructions 1

Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
© MVJ Enterprises Pty Ltd t/a Perth College of Beauty Therapy, YES College Page 13 of 29
 BSBLDR811 Lead strategic transformation

BSBLDR811 Learner Instructions 1

Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
© MVJ Enterprises Pty Ltd t/a Perth College of Beauty Therapy, YES College Page 14 of 29
 BSBLDR811 Lead strategic transformation

Q3 Explain the key characteristics of the following types of Satisfactory

: leadership styles: response

a) Laissez-Faire Leadership Yes ☐ No ☐

b) Democratic leadership
c) Autocratic leadership

Which leadership style usually gets the best response

when managing change within an organisation? Write your
answer in 250-300 words.

3. a) Laissez-Faire Leadership

 Complete independence of group or individual decision-making,

without involvement of any leaders

 Resources provided by the leader, who made it apparent that he would

provide information upon request but did not participate in work
conversations other than to promise to do so.

 Leader's complete absence of involvement

 Unless questioned, very little is spoken about members' actions, and

there are no attempts to become involved or sway the outcome of
anything.

b) Democratic leadership

 The leader encouraged and aided group debate and decision-

making on all policies.

 During the initial discussion phase, activity perspective was

obtained. General stages to the group's aim were drawn out, and
the leader offered two or three different approaches from which to
choose when technical guidance was required.

 The group leader divided the tasks, and the participants were free
to collaborate with anybody they choose.

 The group leader attempted to be a regular group member in spirit

without performing an excessive amount of labour. He did this by

BSBLDR811 Learner Instructions 1

Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
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 BSBLDR811 Lead strategic transformation

being "objective" or "fact-minded" in his praise and criticism.

c) Autocratic leadership

 The leader makes all policy decisions.

 The authority establishes procedures and activity steps one at a

time, leaving future steps and techniques up in the air.

 Typically, the leader assigns each member their specific job duties
and team members.

 The dominator is "personal" in his compliments and criticisms of

each team member's work, but he avoids engaging in active group
interaction except from when he is demonstrating. He is not overtly
aggressive; instead, he is affable or impersonal.

Democratic leadership style usually gets the best response when managing
change within an organisation. Because, by soliciting feedback from your
team members and subordinates, you can ensure that everyone has a voice
in the decision-making process. Democratic leaders still make the decisions,
but they do it in a way that makes others feel included and invested in the
outcome. Democratic leaders thrive at inspiring innovation among their
followers, and projects are improved when everyone contributes positively.
Democratic leaders consider the opinions of their team members while
making choices. Regardless of their titles or place in the organisational
hierarchy, all workers are urged to voice their opinions and participate
equally. Managers support compromise and a variety of viewpoints, as well
as brainstorming.

BSBLDR811 Learner Instructions 1

Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
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 BSBLDR811 Lead strategic transformation

Q4 Answer the following questions: Satisfactory

: response
4.1. How can stakeholder analysis help you to identify the
key stakeholders involved in strategic change? Write your Yes ☐ No ☐
answer in 200-250 words.

4.2. Explain the roles and responsibilities of the following

stakeholders in leading and managing change in 150-200
words.
a) Supervisors
b) Human resources

4.1. Stakeholders refer to all internal individuals and groups that a

project will include or have an impact on within a company.
Stakeholder analysis is the process of identifying these individuals
before to the start of the project, classifying them based on their
levels of involvement, interest, and impact, and figuring out the best
ways to include and interact with each of these stakeholder groups
throughout. Stakeholder analysis may be strategically beneficial when
beginning any kind of challenging business project. Your project is
more likely to succeed if you can identify as many stakeholders as
possible early on and can adapt your communication to obtain their
permission and support. Without doing a stakeholder analysis, you
and your team can be far into a project before realising that a major

BSBLDR811 Learner Instructions 1

Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
© MVJ Enterprises Pty Ltd t/a Perth College of Beauty Therapy, YES College Page 17 of 29
 BSBLDR811 Lead strategic transformation

figure in your organization—possibly an executive—does not

recognise the importance of your endeavour or would rather redirect
some of your resources to other initiatives. A person like that can
purposefully try to obstruct or sabotage your effort. You may use the
expertise and experience of these important actors to help steer your
project toward a successful conclusion by engaging firm influencers,
executives, or other stakeholders for assistance early in the project.
Early involvement from these parties will also boost the likelihood that
they will support your initiative.
4.2. a) The supervisor's overall responsibilities include
communicating organisational needs, monitoring employee
performance, offering direction and support, identifying areas for
development, and managing the mutually beneficial relationship
between staff and the organisation to ensure that both parties
succeed. The supervisor's overall responsibilities include
communicating organisational needs, monitoring employee
performance, offering direction and support, identifying areas for
development, and managing the mutually beneficial relationship
between staff and the organisation to ensure that both parties
succeed.

b) The following duties should be in an HR manager's job description.

The following are an HR manager's functions and responsibilities,
despite the fact that their daily tasks will differ from firm to
organization.

 HR initiatives and strategies should be developed and put into

effect in accordance with the overall company plan.

 By responding to requests, complaints, and other concerns,

management and employees' relationships will be
strengthened.

 Support corporate needs today and in the future through

developing, engaging, motivating, and maintaining human
capital.

 The organization's entire HR strategy, techniques, tactics, and

processes should be developed and maintained.

 Create a positive work environment.

 establishing and sustaining a system that encourages top

performance.

BSBLDR811 Learner Instructions 1

Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
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 BSBLDR811 Lead strategic transformation

 Keep the salary schedule and perks the same.

 Examine and monitor the training needs for a programme.

 Inform management and make decisions using HR indicators.

 While managing human resources, always ensure legal

compliance.

BSBLDR811 Learner Instructions 1

Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
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 BSBLDR811 Lead strategic transformation

Q5 Answer the following questions: Satisfactory

: response
5.1. Discuss four (4) major strategic change risks in
150-200 words. Yes ☐ No ☐

5.2. What mitigation strategies, including learning and

communication processes, can you implement to
address the strategic change risks identified in
question 5.1? Write your answer in 150-200 words.

5.1. Insufficient Communication Strategy

A taped message and an organization-wide email won't cut it when it comes

to your communication strategy. Increasing communication frequency alone
won't solve the problem because it will just further desensitise workers.

Leaving Out Informal Leaders

Successful change management depends on your organization's leaders

being on the same page and supporting the organisational transformation. At
all organisational levels, there are informal leaders who frequently go
unnoticed by executive leadership in sizable organizations. Informal Leaders
should be carefully considered in your change management efforts because
they frequently serve as information brokers and affect how others view the
organization.

Failure to Identify and Clearly State New Working Relationships

One of the biggest reasons of dissatisfaction in organisational change is

frequently the failure to build new working connections, ownership, and
cultural standards. Teams may go through significant, hard to foresee, and
hard to coordinate changes in working relationships and procedures
depending on the nature of the transition.

Not obtaining Bottom-Up Recommendations

Frontline staff members in all sizable businesses provide important insights

that are routinely disregarded. Your frontline may act as real-time tools and
feedback systems to track the development of your new projects or efforts
throughout periods of revolutionary change.

BSBLDR811 Learner Instructions 1

Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
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 BSBLDR811 Lead strategic transformation

5.2. 1. Accept risk and assume it

Teamwork may be used as part of the acceptance process to determine

whether the potential risks of a project are acceptable, as well as whether
their effects. Team members can identify potential weaknesses that risks
present as well as risks and their associated repercussions.

2. Reduction of risk

The avoidance plan outlines the risks and outcomes of a project that have
been acknowledged and assumed as well as provides possibilities to
mitigate those risks. Planning for risk and then taking action to prevent it are
some ways to put the avoidance approach into practise.

3. Managing risk

Members of the team may use a control method while reducing project risks.
This tactic functions by taking into consideration dangers that have been
acknowledged and accepted before taking steps to lessen or eliminate their
effects. The following illustrations show how control techniques can be used
to reduce risk.

4. Risk transference

Transference may be an effective method of consequence mitigation when

hazards are recognised and taken into consideration. The way the
transference method operates is by shifting the burden of another party's
risk and consequences. However, this might have its own disadvantages,
therefore when a company uses this risk reduction method, it should be done
in a way that is acceptable to all stakeholders.

Q6 Answer the following questions: Satisfactory

: response
6.1. What are personal development planning
methodologies? Write your answer in 100-150 words. Yes ☐ No ☐

6.2 Explain the (10) different steps in a personal

development planning methodology in 100-150 words.

6.1. People who are dedicated to their personal development might use the
BSBLDR811 Learner Instructions 1
Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
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 BSBLDR811 Lead strategic transformation

Personal Development Methodology as a framework. As individuals go to

greater degrees of personal development, it strengthens their capacity to
face the difficulties of reintegration and enables them to address their limits
in realistic ways. The approach gives a logical sequence of steps including
metacognitive abilities that leads the person through the self-growth process
in ways that can lead to considerable change, especially if a good mentor
offers direction over an extended period of time. The self-confidence, self-
esteem, and respect of oneself as an individual with distinctive identities and
abilities will improve for those who learn to employ this practice. Information
on the procedures and equipment used in the methodology's steps is
provided in this module.
6.2. Step 1: Recognize the necessity of development and change.
Accurately identifying one's personal development concerns and articulating
change objectives are challenging. Most of the time, a mentor's greatest
contribution is informing someone of the necessity for development and
transformation.
Step 2: Investigate contextual concerns.
Understanding the need for change and progress (Step 1) is complemented
by investigating the present circumstances, available options, and potential
obstacles. Step 2 focuses on the context of the person's existence, including
the settings, social circumstances, and contextual elements, which are likely
to have an impact on how successfully they may evolve as individuals.
Step 3: Set priorities based on values.
Being completely aware of one's own values is frequently challenging. It is
essential that a person make these adjustments conscious when they are
going through a transitional period that compels them to modify their lives or
approach life in a more difficult way.
Step 4: Outline specific results.
The actions and activities that are employed to meet or attain outcomes must
be properly separated from the outcomes themselves. A personal
development plan's performance benchmarks must be distinct, quantifiable,
reasonable, and pertinent to the individual's goals and top objectives.
Step 5: Create a plan
It's important to pay attention to deadlines, resource availability, and
opportunities if you want to achieve results.
Step 6: Follow the plan exactly.
Different people measure their progress differently when it comes to
achieving the objectives in their personal development plans.

BSBLDR811 Learner Instructions 1

Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
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 BSBLDR811 Lead strategic transformation

Step 7: Evaluate performance.

Personal growth goals must be evaluated to see how well the outcomes are
being attained.
Step 8: Modify the strategy.
Finding fresh insights about shifting difficulties and opportunities is likely to
come through evaluating performances in relation to the plan's outcomes.
Step 9: Celebrate successes.
Mentors can assist mentees in identifying changes in their perspectives on
learning, risk, and their outlook on life that come from accepting greater
difficulties.
Step 10: Celebrate success.
Recognizing and celebrating significant achievements with family and friends
is necessary. Individuals benefit from making personal development
objectives public in this way.

Q7 Answer the following questions: Satisfactory

: response
7.1. What are the four (4) stages of transformational
change in an organisation? How can these stages be Yes ☐ No ☐
managed? Write your answer in 200-250 words.

7.2. Explain the four (4) different stages of change

management in 450-500 words.

7.1. Strategic Change Transformation

BSBLDR811 Learner Instructions 1
Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
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 BSBLDR811 Lead strategic transformation

The process of changing the general direction of an organisation, or a group inside

an organisation, is known as strategic transformational change management.
Senior organisational executives frequently start strategic revolutionary change.
Strategic transformational change frequently entails a protracted process that calls
for careful planning and preparation.

Structural Change

When we consider change, we frequently consider structural change. We often

hear about this kind of change the most. It entails a total overhaul of how
something functions.

Corrective Change

The process of fixing something that has already gone wrong is known as remedial
change. Don't try to mend something that isn't broken. Allow the business to
operate flawlessly within the framework of the current system, method, and
procedure. The greatest approach to prevent errors is to keep your surroundings
orderly.

Change in Organizations That Focus on People

The organisational changes that are done with a focus on people have the greatest
chance of success. The workers, clients, and other stakeholders whose mindsets
and actions the change will effect are the focus of people-centric change
management. The organisation concentrates on the feelings and internal motives
of these stakeholders throughout this sort of transition. The premise of the change
management strategy for this kind of transition is that if your staff and customers
are content, they will support your new offering and comply with your new rules.

7.2. Running a successful business inevitably involves change because

something—be it people, processes, regulations, or products—is continually
changing. However, some leaders have considerably greater success than
others in bringing about change. The folks that do it well recognise that you
must first serve your people before serving the change. It is simple to get
bogged down in the specifics when considering switching to a new
compliance service provider and overlook the benefits of such a significant
move. Keep an open mind to all the wonderful things that might result from a
fresh start and don't worry about the little problems. Modern ethics and
compliance innovators have made it their goal to track and manage
compliance projects while utilising fewer resources and producing effective
outcomes. Change your vendor partnerships anyhow; it will be worth the
effort. So go ahead and do it.

Shock: People's initial response to the shift is probably going to be

astonishment or denial since they don't want to believe that change is

BSBLDR811 Learner Instructions 1

Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
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 BSBLDR811 Lead strategic transformation

actually happening. Any time a change is first implemented, shock is the

initial response. For many, this is followed by denial and attempts to revert to
the status quo. Acknowledge this initial stage and communicate with it. Let
them know you're devoted to having frequent, honest communication with
them and that you understand. Make sure they are aware of where to find
further information if they have any questions, and take the time to answer
any that they may have. People will comprehend what is occurring and feel
less intimidated when they are informed.

Fear: Once reality creeps in, a lot of individuals respond negatively—a

reaction rooted in fear. Some people may incorrectly worry about undesirable
outcomes, while others will accurately recognise genuine risks to their
position. Allowing individuals to express their emotions and worries as well
as providing them with platforms to express their rage can help reduce
dread. Reactions are subjective and occasionally emotional; pay close
attention and listen attentively so you can address the team members who
are most hesitant.

Acceptance: People begin to let go and embrace the change as opposed to

dwelling on what they've lost. People will start experimenting with and
researching what the changes mean to them. People start to get calmer and
accept the circumstance when their anxieties have been acknowledged and
understood. The change initiative may no longer be in danger at this stage,
but individuals will still push the limits and consider what it implies. By
making sure individuals are well-trained and given early opportunity to
experience what the changes will bring, you can support people and lay a
solid basis for this stage. At this time, when individuals start to test the
waters, productivity may decline a little.

Transformation: After expressing their worries and anxieties, comprehending

the truth, and putting their limits to the test, people are now prepared for the
transformation. At this moment, individuals start to think on how they can
bring value and profit instead of what they have lost. The benefits of
transformation become clear as they become more effective and productive.

BSBLDR811 Learner Instructions 1

Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
© MVJ Enterprises Pty Ltd t/a Perth College of Beauty Therapy, YES College Page 25 of 29
 BSBLDR811 Lead strategic transformation

BSBLDR811 Learner Instructions 1

Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
© MVJ Enterprises Pty Ltd t/a Perth College of Beauty Therapy, YES College Page 26 of 29
 BSBLDR811 Lead strategic transformation

BSBLDR811 Learner Instructions 1

Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
© MVJ Enterprises Pty Ltd t/a Perth College of Beauty Therapy, YES College Page 27 of 29
 BSBLDR811 Lead strategic transformation

BSBLDR811 Learner Instructions 1

Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
© MVJ Enterprises Pty Ltd t/a Perth College of Beauty Therapy, YES College Page 28 of 29
 BSBLDR811 Lead strategic transformation

Candidate: I declare that this work has been completed by me

honestly and with integrity and that I have been assessed in a
Signature: ___________________
fair and flexible manner. I understand that the Institute’s
Student Assessment, Reassessment and Repeating Units of
Competency Guidelines apply to these assessment tasks. Date: ____/_____/_____

Comments

Result: Satisfactory / Not Yet Satisfactory

Assessor: I declare that I have conducted a fair, valid,

Signature: ____________________
reliable and flexible assessment with this student, and I
have provided appropriate feedback.
Date: ____/_____/_____

BSBLDR811 Learner Instructions 1

Version: 1.2
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
© MVJ Enterprises Pty Ltd t/a Perth College of Beauty Therapy, YES College Page 29 of 29