Trainers Assessment Resource Version: 3.0 XXXXXXXXXXGen Institute Pty Ltd © XXXXXXXXXXPage 1 of 69 Student Name: Student ID: Assessment Summary Unit Details BSBINN601 – Lead and manage organisational...

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Running Header: BSBINN601 – Lead & Manage Organisational Change
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BSBINN601 – Lead & Manage Organisational Change
BSBINN601 – Lead & Manage Organisational Change

Assessment 1: Written Questions
Question #1
The key steps/ stages with respect to change cycle in an organisation include the following (Waddell et al., 2019; Georgalis et al., 2015; Anyieni, 2016); Hayes, 2018):
· Recognizing overall needs with respect to the change by way of undertaking a comprehensive situational analysis that shall evaluate requirements, effectiveness of addressing the needs, barriers / issues at ground level, stakeholder needs / expectations and various other relevant factors.
· Communication of these proposed / finalized changes amongst all of the stakeholders at the organisational level.
· Consultation with respect to the required changes amongst the staff as well as seeking suitable feedback as well as input from them
· Creation of change management plan for the purposes of incorporating the identified as well as agreed on changes
· Implementation of these required changes with suitable action plan, personnel with clear roles, and with pre-determined schedule / budget / SMART objectives.
· Testing as well as availing feedback after the implementation gets fully completed
· Evaluation as well as monitoring inclusive of final feedback as well as checking objectively
All of these steps/ stages offer a broad level guidance to ensure the change cycle at an organisation is undertaken in consideration of ground level realities, with consensus / support from relevant stakeholders, as well as with scope for continual review and improvements (Waddell et al., 2019; Georgalis et al., 2015; Anyieni, 2016); Hayes, 2018).
Question #2
The various strategies that shall be employed for communicating as well as embedding the changes in a specific organisation shall include the following:
1. Creation of Vision: Vision creates a foundation for easier understanding and gaining commitment from relevant parties for a change, and the same needs to be established by way of determining value which shall be crux of proposed change, establishing strategy for vision execution, and establishing dedicated team that understands and is committed to deliver the change (Waddell et al., 2019; Georgalis et al., 2015; Anyieni, 2016); Hayes, 2018).
2. Creating / building momentum: Open form of communication shall be key to create as well as sustain momentum for the changes, and the same need to be undertaken by way of engaging by way of open dialogues, explanation of the outcomes / positive implications, creating materials / reference videos for further deeper understanding, and having discussion sessions (either group-level or else individual-level) (Waddell et al., 2019; Georgalis et al., 2015; Anyieni, 2016); Hayes, 2018).
3. Establishing Strong Coalition: Establishing coalition amongst the staff as well as other stakeholders by way of making them active participants in the manner of empowering and offering them roles in the change process, and seeking their commitment, involvement in team building, regular communications, etc. as part of the change coalition (Waddell et al., 2019; Georgalis et al., 2015; Anyieni, 2016); Hayes, 2018).
4. Frequent / Effective Communication: Communication that entails regular discussion of change and the vision behind the change, addresses any anxieties / concerns pertaining to change, ensuring integrated application of change, and leading by example shall be crucial for success (Waddell et al., 2019; Georgalis et al., 2015; Anyieni, 2016); Hayes, 2018).
5. Anchoring Changes within Organisational Culture: Communication and discussing progress in the change process, including newer values / ideals at organisational level, public recognition of change enablers, and creating leadership plans shall be crucial (Waddell et al., 2019; Georgalis et al., 2015; Anyieni, 2016); Hayes, 2018).
Question #3 (a)
Organisational behaviour is central to organisational change, and the implications from the same can both positively or negatively affect the strategy for change. Personnel are central to change, and they in a collective manner represent organisational behaviour. An organisational behaviour characterised by fear, anxiety and resistance to change is disadvantageous. An organisational behaviour characterised by openness to changes, empowerment, and participative / collaborative mindset shall be advantageous. Hence, effective communication, practical motivations, and consensus development shall be crucial to better manage organisational behaviour to deliver changes. The same is very crucial right from the early stages of the change planning / implementation to ensure delivery of expected outcomes (Waddell et al., 2019; Georgalis et al., 2015; Anyieni, 2016); Hayes, 2018).
Question #3 (b)
External factors akin to market trends, changes at regulatory context, and various other such factors are very challenging barriers to planning and executing changes. The primary difficulty in these factors arises from the fact that these external factors cannot be directly controlled by the concerned team. Hence, the sole option available will be to account for unexpected events and to better handle the outcomes / implications that arise from these factors affecting the planning / implementation. In this context, the best measure to manage these factors shall be by way of undertaking detailed risk planning entailing effective assessments as well as response...