TASK A-D

docx

School

Western Sydney University *

*We aren’t endorsed by this school

Course

BSBLDR601

Subject

Management

Date

Nov 24, 2024

Type

docx

Pages

Uploaded by MegaPower6862

TASK A: A1: Research and select a change management model that they feel could be appropriate for an Australian company wanting to standardise its operations across multiple domestic locations? Identify what the change management model or process they’ve selected is? Then explain what its components are and why they are important? The Kotter's 8-Step Change methodology is an appropriate change management methodology for an Australian corporation like Petrolcorp trying to standardise its operations across several domestic locations. John Kotter, a famous authority on change management, created this paradigm. The following are the elements of Kotter's 8-Step Change Model:  Establish a Compelling Reason for Change: This step emphasises the necessity of standardisation in order to remain competitive in the rapidly changing industry landscape. It thus creates a sense of urgency.  Create a Guiding Coalition by putting together a cross-functional team of leaders who can lead the change initiative while assuring a range of viewpoints and knowledge.  Create an organisational strategy and initiatives: Create a simple, unambiguous vision for standardisation, and specify concrete steps and objectives to bring it about. These elements are crucial because they offer a structured approach to change management, making sure that everyone in the organisation is dedicated to making the required changes and aligned with the goals. The model stresses the significance of leadership, clear vision, and communication as being essential for the successful standardisation of operations across numerous sites. A2: Explain a range of strategies that can be used to communicate and embed change? Describe what these strategies are, and why they are important? Change and effective communication For Discount Petrol, embedding techniques include:  Clear Communication: To keep everyone informed and on the same page, explain the change's goals, advantages, and progress on a regular basis through a variety of channels.  Leadership Engagement: Engage leaders, such as the CEO, to show commitment and present a distinct vision for the transformation.  Employee Engagement: Encourage employee involvement in decision-making, feedback, and participation to foster ownership.  Customised Training: Design training courses to give employees the knowledge and abilities they need for standardised operations.

 Feedback Mechanisms: Implement feedback loops to resolve problems and foster trust.  Recognition: Recognise and praise workers for their contributions to increase motivation.  Change Champions: Find change champions to guide and assist others in adjusting to change. These strategies are essential for reducing opposition, increasing involvement, and guaranteeing a smooth transition to standardised practises. A3: Outline organisational behaviours and external environments which can impact on change management? Explain how these factors can impact on change strategies, and why it’s important to consider this when developing a change management plan? External environments and organisational behaviours can have a big impact on change management. Organizational Behaviors: Resistance to Change: Employee Resistance to Change: Employees may be resistant to change because they are afraid of the unknown, feel their jobs are in danger, or find the new procedures uncomfortable. Initiatives for change may stall or fail as a result of this resistance. Company Culture: Strong organisational culture can either support or obstruct change, depending on the company. An innovative and adaptable culture is more likely to support change initiatives. Leadership Alignment: Poor leadership alignment or resistance to change can be confusing and impede development. External Environments: Market Dynamics: Market movements, competition, and economic conditions all have the potential to need change. Neglecting these elements could make you less competitive. Legal and Regulatory Changes: Operations or policies may need to be modified to comply with external rules. Legal problems may come from non-compliance. Technology Advancements: To remain competitive, businesses may be forced to embrace new tools and procedures as a result of rapid technology progress. Social and Cultural Factors: Modifications to products or services may be necessary as a result of shifts in cultural attitudes and values. A4: Outline the components of a change management project plan? Describe what each component is and why it’s important? Several crucial elements make up a project plan for change management:

 Project scope: This establishes the parameters and goals of the project, ensuring clarity and avoiding scope creep.  Analysis of Stakeholders: Identifying stakeholders aids in understanding their demands and influence, promoting effective involvement and communication.  Goals and objectives: Well-defined goals give the transformation direction and serve as a gauge of its success.  Change Strategy: Defining the strategy ensures that the change process is well-structured.  Communication Strategy: Getting buy-in and resolving issues require effective communication.  Training and development: It's crucial to make sure personnel have the flexibility to adjust.  Resistance Management: It's critical to pinpoint and manage potential sites of resistance.  Timeline and Milestones: It's crucial to monitor development and adhere to the timeline.  Assessment of hazards and Risk Mitigation: By identifying hazards, proactive measures can be taken to lessen their impact.  Resource Allocation: Allocating the appropriate resources guarantees project support.  Monitoring and evaluation: Consistent evaluation confirms alignment with project objectives and permits modifications. Each element is essential to a well-organized and productive change management approach. A5: List a range of potential barriers to change? Outline why it is important to consider these barriers when planning and implementing change strategies, and describe strategies to address them? Potential barriers to change include employee resistance, lack of leadership support, poor communication, unclear objectives, resource constraints, organizational culture, past failures, skill

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

gaps, and external factors like economic conditions or industry regulations. It's crucial to consider these barriers during change planning and implementation because they can hinder progress, lead to project failure, and damage employee morale and productivity. In order to overcome these obstacles, organisations should:  Communication: Keep lines of communication open and transparent to address issues raised by employees and to keep them updated on the transformation process.  Leadership Engagement: To win over employees' trust and commitment, make sure leaders actively promote and model the desired change behaviours.  Clear Objectives: To provide the change initiative direction and motivation, define and communicate clear objectives and expected outcomes.  Allocating Resources: Allocate enough time, money, and staff to properly support the change effort.  Cultural Alignment: Evaluate and, if necessary, alter the organisational culture to conform to the transformational objectives.  Learning and Development: Give employees the tools they need to fill skill gaps and improve their capacity to adopt cutting-edge procedures or technologies.  Learn from Past Failures: Study prior transformation failures to find lessons and prevent mistakes from being repeated.  Monitoring External Factors: Keep a close eye on the outside world and adjust your change management plan as necessary to suit the new environment. TASK B B1 Identify Discount Petrol’s strategic change needs by analysing its organisational objectives? Discount Petrol's strategic change needs which are described in the given facts, will reveal what changes the company has to do strategically: Increase Sales: Promoting sales growth is one of Discount Petrol's main goals. This suggests that adjustments are required in order to draw in more clients, foster client loyalty, and enhance sales. Enhance Reputation: The company wants to improve its standing among customers. Customer service, brand perception, and the overall customer experience may need to improve in order to accomplish this. Standardise Procedures: The CEO is aware of the necessity to standardise practises at all Discount Petrol locations. This goal suggests that adjustments to procedures, instruction, and operational effectiveness are required. Improve Net Promoter Scores (NPS): The CEO associates advancement with an increase in the NPS average. This suggests a need to prioritise client loyalty and happiness, which may call for modifications to customer service procedures and feedback systems. Spend Money on Growth Initiatives: The CEO stresses the value of spending money on growth initiatives. This goal suggests that adjustments to growth, product/service diversification, and market penetration strategies are required. Enhance Unique Differentiators: The CEO favours enhancing Discount Petrol's distinctive selling points. This suggests that in order to emphasise these differentiators, branding, marketing, and product offers must adapt.

Operational Enhancements: The CEO emphasises the importance of operational enhancements and waste reduction in order to preserve competitive advantage. Changes in procedures, technology, and resource distribution are suggested by this. B2: Review and analyse Discount Petrol’s strategic objectives in contrast with their current practices and policies, then identify Discount Petrol’s needs for a strategic change? Discount Petrol's strategic objectives highlight various areas where tactical adjustments are required:  Standardization: Discount Petrol wants to standardise operations across all of its outlets, which implies that different present practises and standards need to be aligned to ensure uniformity.  Customer service: The emphasis on enhancing customer service procedures and raising Net Promoter Scores (NPS) underscores the need for adjustments to training and service delivery.  Operational Efficiency: The emphasis on waste reduction and operational improvements highlights a need to streamline present procedures and regulations in order to increase efficiency.  Branding and Unique Differentiators: Modifications to branding and marketing tactics may be required to strengthen unique differentiators and reputation.  Growth Initiatives: Investment in growth initiatives necessitates adjustments to business development plans, product diversification, and market expansion. It becomes clear that strategic adjustments are required in areas like operational consistency, customer service quality, branding, efficiency, and growth strategies when these objectives are compared to current practises and policies. These adjustments will assist Discount Petrol in achieving its goals and aligning with its strategic objectives. B3: Identify major operational change requirements due to performance gaps, business opportunities or threats, or management decisions for this change management initiative? For Discount Petrol's change management project, significant operational change requirements include:  Operational standardisation: Improving performance by establishing uniformity in daily operations and practises for all locations.  Customer service training: Improving customer service to close performance gaps and take advantage of the chance to increase client loyalty and satisfaction.  Efficiency Improvements: Putting operational changes into place to cut waste and increase efficiency in a variety of activities, from staff scheduling to inventory management.  Redesigning brand identity and marketing tactics to take advantage of commercial opportunities and bolster Discount Petrol's distinctive selling points.  Growth Initiatives: Creating and implementing growth plans to increase market share and take advantage of new opportunities.

These operational improvements are necessary to address performance gaps, business opportunities, and management issues and to align Discount Petrol with its strategic objectives. B4: Monitor and identify any events or trends in the external environment which may impact on the achievement of the Discount Petrol’s organisational objectives? Monitoring external events and trends is crucial for Discount Petrol to adapt to changing circumstances and achieve its organizational objectives. Some key factors to watch include: Gasoline costs: Variations in gasoline costs have a big impact on consumer behaviour and purchase choices, which can affect revenue and profitability. Competition: Discount Petrol stays competitive and adaptable to market changes by keeping an eye on the offerings and strategies of its rivals. Changes in government rules that affect the energy and retail industries may directly affect business operations and compliance standards. Customer Trends: Changing customer preferences, such as an increase in interest in environmentally friendly fuels or convenience store options, can guide the creation of new products and services. B5: Set up a meeting with:  Themselves, acting as the Change Management Agent at Discount Petrol?  The Head of People and Culture, the Sydney Metropolitan Area Manager and a Customer Research Consultant, as role played by other students in their unit? Consult with stakeholders to identify the major change requirements and opportunities for Discount Petrol? After the meeting, record notes of what was discussed? We reviewed various crucial change opportunities and requirements for the organisation during our meeting as the Change Management Agent at Discount Petrol, including: Standardisation of Operations: Discount Petrol's CEO, Mark Smith, emphasised the necessity for uniform operational practises across all NSW-based outlets.To guarantee a consistent client experience and boost operational effectiveness, this standardisation is essential. Enhancing customer service: Sarah Murphy, a customer research consultant, emphasised the significance of addressing customer service issues, particularly in Sydney Metropolitan retailers. Improvements in this area could have a big influence on customer loyalty and sales, according to customer research insights.

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

Allocating Resources: Liz Barrett, the head of people and culture, voiced worry about the lack of resources available for putting these reforms into practise, including employee training and recruitment. We talked about the need for sufficient support and extra resources. Communication Plan: With an emphasis on concise and compelling core messages, we analysed the Communication Plan to make sure it effectively reaches all workers and stakeholders. Training and Development: Sandy Smith, the manager of the Sydney Metropolitan Area, emphasised the value of effective training, particularly with regard to operating procedures and customer service rules. B6: Set up a meeting with:  Themselves, acting as the Change Management Agent at Discount Petrol?  The Sydney Metropolitan Area Manager, the Country NSW Area Manager and a Store Manager, as role played by other students in their unit? Us the meeting, to review and prioritise change requirements? After the meeting, record notes of the prioritisation of change requirements and opportunities discussed? As the Change Management Agent at Discount Petrol, we worked with important stakeholders to assess and rank the change requirements during our meeting. Sandy Smith, the manager of the Sydney Metropolitan Area, Steve Jagdev, the manager of the Country NSW Area, and Margaret Turner, the manager of a store, were among the attendees. Prioritization of Change Requirements: Operations standardisation was emphasised by both Area Managers as being crucial to ensuring consistency among all NSW retailers. Everyone agreed that this should be the top priority because it will increase operational effectiveness and ensure consistency in client interactions. Customer Service Improvement: Margaret Turner, the store manager, emphasised the importance of enhancing customer service procedures. It was acknowledged that this was a high-priority modification that was necessary, especially in Sydney Metropolitan stores where it would increase revenue and customer loyalty. Resource Allocation: Steve Jagdev, the Country NSW Area Manager, emphasised resource allocation as a crucial factor. It was addressed and agreed upon as a top priority that more resources, particularly those for training and recruitment, were needed to support the change activities. Communication and Training: It was determined that successful change implementation depends on clear communication and thorough training. These components were deemed to be of the utmost importance in ensuring that all employees understood and accepted the adjustments. Inventory Management: In order to address concerns with snacks and stock levels, Margaret Turner, a store manager, emphasised the significance of optimising inventory management. Although not the top priority, it was acknowledged as a crucial operational area that needed to be improved.

Task C C1: Undertake a cost-benefit analysis of the high priority change requirements and opportunities identified? Consider direct and indirect costs, such as training costs, equipment, and effects on employees? Outline:  Costs associated with high priority change requirements and opportunities?  Benefits associated with high priority change requirements and opportunities? Return on Investment (ROI)? Costs Associated with High-Priority Change Requirements and Opportunities: Training Costs : Implementing standardized operations and customer service enhancements will require extensive training for employees. This includes training materials, trainers' fees, and potential backfill costs for staff during training. Estimated cost: $100,000. Resource Allocation : Allocating additional resources for recruitment and support will incur costs such as salaries, benefits, and onboarding expenses for new hires. Estimated cost: $150,000. Communication and Training : Developing communication materials and conducting training sessions on the changes will have associated costs, including design and printing costs, trainers' fees, and venue rentals. Estimated cost: $50,000. Inventory Management Optimization : Implementing changes to inventory management may require software updates or purchases, as well as potential consulting fees for process optimization. Estimated cost: $30,000. Employee Resistance : Addressing employee resistance and potential turnover during the transition should be considered an indirect cost due to the potential negative impact on morale and productivity. Estimated cost: $20,000 (as an estimate of lost productivity). Benefits Associated with High-Priority Change Requirements and Opportunities: Standardized Operations : Improved efficiency and consistency in operations are expected to lead to cost savings and reduced errors. Estimated annual benefit: $200,000. Enhanced Customer Service : Improved customer service is likely to lead to increased customer retention and higher sales. Estimated annual benefit: $300,000. Resource Optimization : Proper allocation of resources will result in better resource utilization and improved productivity. Estimated annual benefit: $100,000. Improved Inventory Management : Optimizing inventory management will reduce waste and overstocking issues, leading to cost savings. Estimated annual benefit: $50,000. Reduced Employee Turnover : Addressing employee resistance will lead to higher employee retention and reduced recruitment costs. Estimated annual benefit: $30,000.

Return on Investment (ROI): To calculate ROI, we subtract the total estimated annual costs from the total estimated annual benefits and then divide the result by the total estimated annual costs: ROI = (Total Annual Benefits - Total Annual Costs) / Total Annual Costs ROI = (($200,000 + $300,000 + $100,000 + $50,000 + $30,000) - ($100,000 + $150,000 + $50,000 + $30,000 + $20,000)) / ($100,000 + $150,000 + $50,000 + $30,000 + $20,000) ROI = ($680,000 - $350,000) / $350,000 ROI = $330,000 / $350,000 ROI = 0.94 or 94% The return on investment for these high-priority change requirements and opportunities is 94%, indicating that for every dollar invested, the company can expect to receive $1.94 in benefits annually. This suggests that the proposed changes are financially sound and have the potential to yield a positive return for Discount Petrol. C2: Complete a risk analysis for Discount Petrol, using the template provided to outline:  Description of risk identified?  Likelihood of the risk?  Risk consequence and impact? Risk score? Option Cost Risk Benefit F / MF / NF Implementin g a loyalty program $200,000 Moderate High MF (Maybe Feasible) Upgrading point-of-sale (POS) systems $500,000 Low Moderate F (Feasible)

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

Expanding the product range $100,000 High Moderate NF (Not Feasible) Launching an advertising campaign $300,000 Low High MF (Maybe Feasible) Reducing operational costs $50,000 Low High F (Feasible) Implementin g a loyalty program $200,000 Moderate High MF (Maybe Feasible) C3: Set up a meeting with:  Themselves, acting as the Change Management Agent at Discount Petrol?  The Head of People and Culture, the Country NSW Area Manager and the Sydney Metropolitan Area Manager, as role played by other students in their unit? Use the meeting to identify barriers to change and discuss risk mitigation strategies? After the meeting, record notes of what was discussed? Meeting Setup: Date: September 15, 2023 Time: 10:00 AM Location: Discount Petrol Headquarters, Sydney Meeting Attendees:

Change Management Agent (Your Name): Responsible for implementing change initiatives at Discount Petrol. Head of People and Culture (Liz Barrett): In charge of HR and cultural aspects. Country NSW Area Manager (Steve Jagdev): Responsible for stores in regional areas. Sydney Metropolitan Area Manager (Sandy Smith): In charge of stores in metropolitan Sydney. Meeting Agenda: Introduction and Welcome. Identifying Barriers to Change. Discussing Risk Mitigation Strategies. Next Steps and Action Items. Notes from the meeting 1. Introduction and Salutations The change management agent extends a warm welcome to everyone. Expresses appreciation for their participation and cooperation. Emphasises how critical the reform project is to the future of Discount Petrol. 2. Identifying Barriers to Change: Liz Barrett, head of people and culture, emphasises her desire for a decentralised strategy in HR and voices her apprehensions about centralization. Country NSW Area Manager Steve Jagdev emphasises the need of preserving the strong sense of community seen in local shops. Sandy Smith, the manager of the Sydney Metropolitan Area, speaks of the effectiveness and distinctiveness of metropolitan stores and the desire to preserve these features. 3. Discussing Risk Mitigation Strategies: As the problems are acknowledged, the change management agent emphasises the necessity for standardisation in order to achieve overall improvement. Suggests a staggered deployment strategy that leaves flexibility for regional adaptation. Suggests regular feedback sessions and unrestricted avenues of communication to address issues. Suggests more training and tools for shop managers to help with the shift. Explains the need of communicating with employees in a simple and succinct manner. 4. Action Items and Upcoming Steps: To guarantee inclusivity, it was decided to assemble a cross-functional team with members from both regional and city-based retailers. dedication to periodically reviewing and modifying the change strategy as necessary.

Assigns assignments for more investigation and planning to handle certain issues raised. The discussion came to a satisfactory conclusion with a pledge from all parties to cooperate for a successful change implementation while honouring the distinctive qualities of both regional and urban retailers. C4: Develop a Change Management Project Plan for Discount Petrol, ensuring it focuses on high priority changes and includes:  Objectives?  Change management approach?  Resource requirements?  Budget?  Risk managements plans?  Change control processes?  Project timetable and timelines, including interventions and activities? Save the plan as “BSBLDR601 Change Management Project Plan – Your Name”, replacing “Your Name” with their first and last names? Upload their project plan as part of their assessment submission? C5: Organise a meeting with:  Themselves, acting as the Change Management Agent at Discount Petrol?  The Petrolcorp CEO, the Head of People and Culture and the Sydney Metropolitan Area Manager, as role played by other students in their unit? Use the meeting to inform the Petrolcorp CEO and other members of the leadership team the change management project plan and process, then:  Obtain approval from the Petrolcorp CEO, Mark Smith, for their change management process?  Discuss with the Head of People and Culture and the Sydney Metropolitan Area Manager which resources will be assigned to the project?  Agree on reporting protocols with the Head of People and Culture and the Sydney Metropolitan Area Manager? After meeting record notes of what was discussed and the agreements reached? Meeting Setup:

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

Date: September 20, 2023 Time: 2:00 PM Location: Discount Petrol Headquarters, Sydney Meeting Attendees : Change Management Agent (Your Name): Responsible for implementing change initiatives at Discount Petrol. Petrolcorp CEO (Mark Smith): The CEO of Discount Petrol. Head of People and Culture (Liz Barrett): In charge of HR and cultural aspects. Sydney Metropolitan Area Manager (Sandy Smith): In charge of stores in metropolitan Sydney. Meeting Agenda: Introduction and Welcome. Presentation of Change Management Project Plan. Obtaining CEO Approval. Resource Allocation Discussion. Reporting Protocols Agreement. Next Steps and Action Items. Meeting Notes: 1. Introduction and Welcome: Change Management Agent welcomes everyone to the meeting. Expresses gratitude for their attendance and collaboration. Emphasizes the importance of the change initiative for Discount Petrol's future. 2. Presentation of Change Management Project Plan:  Presenting the thorough Change Management Project Plan is Change Management Agent.  Outlines the main goals, range, and phases of the strategy.  Emphasises the need of standardisation in order to enhance operations and customer service. 3. Obtaining CEO Approval:

The CEO of Petrolcorp, Mark Smith, acknowledges the goals of the strategy and the demand for uniformity. Inquires about the timetable, probable difficulties, and anticipated results. Considers the plan's compatibility with Discount Petrol's long-term objectives and expresses support for it. Approves the Change Management Project Plan formally. 4. Resource Allocation Discussion: Liz Barrett, the head of people and culture, expresses worry about her division's lack of resources. Sandy Smith, manager of the Sydney Metropolitan Area, emphasises the importance of having enough resources to make the changeover go smoothly. A decision is made to invest more HR resources to help with training and change management initiatives. To maximise resource use, the cross-functional team will include members from both metropolitan and regional retailers. 5. Reporting Protocols Agreement: Protocols for Reporting Liz Barrett, the head of people and culture, and Sandy Smith, the manager of the Sydney Metropolitan Area, have reached an understanding about frequent reporting procedures. Email status updates every week to keep everyone updated. Face-to-face updates once a month to guarantee efficient communication. 6. Next Steps and Action Items: The Change Management Agent outlines the agreements made during the meeting's Next Steps and Action Items section. accepts to offer a thorough project schedule and to start forming cross-functional teams. The CEO of Petrolcorp, Mark Smith, expresses faith in the group's capability to carry out the strategy successfully. Task D D1: Set up a meeting with:  Themselves, acting as the Change Management Agent at Discount Petrol?  The Head of People and Culture, the Country NSW Area Manager and the Sydney Metropolitan Area Manager, as role played by other students in their unit? Use the meeting to discuss the requirements of the communication plan, including tactics to be used to promote the benefits of change? After meeting record notes of what was discussed?

Meeting Setup: Date: October 25, 2023 Time: 10:00 AM Location: Discount Petrol Headquarters, Sydney Meeting Attendees: Change Management Agent (NAJAM): Responsible for implementing change initiatives at Discount Petrol. Head of People and Culture (Liz Barrett): In charge of HR and cultural aspects. Country NSW Area Manager (Steve Jagdev): In charge of stores in Country NSW. Sydney Metropolitan Area Manager (Sandy Smith): In charge of stores in metropolitan Sydney. Meeting Agenda: Introduction and Welcome. Discussion of Communication Plan Requirements. Tactics to Promote the Benefits of Change. Next Steps and Action Items. Meeting Notes: 1. Introduction and Welcome: Change Management Agent welcomes everyone to the meeting. Expresses appreciation for their attendance and the importance of effective communication in the change process. Change Management Agent (Your Name): Thank you all for joining this crucial meeting today. We understand that effective communication is key to the success of our change management initiatives at Discount Petrol. Let's dive into the discussion of our Communication Plan. 2. Discussion of Communication Plan Requirements: Change Management Agent presents the Communication Plan. Explains the need for clear and consistent communication to inform all employees about upcoming changes. Highlights key elements of the plan, including timing, channels, and target audiences. Change Management Agent (Your Name): As outlined in the Communication Plan, we need to ensure that every employee is well-informed about the changes we are implementing. This includes details on why the changes are happening, how they will benefit the company, and what's expected of each team member. 3. Tactics to Promote the Benefits of Change: Head of People and Culture (Liz Barrett) emphasizes the importance of highlighting the benefits of change to gain buy-in from employees.

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

Sydney Metropolitan Area Manager (Sandy Smith) shares the idea of conducting workshops for store managers to explain the advantages of standardized operations. Country NSW Area Manager (Steve Jagdev) suggests using success stories from Country NSW stores where customer service improvements have yielded positive results. Head of People and Culture (Liz Barrett): To ensure that our employees are on board with the changes, we must clearly communicate how these changes will make their jobs better and more fulfilling. Let's also consider addressing potential concerns and providing training where needed. 4 . Next Steps and Action Items: The Change Management Agent summarizes the discussion and action items. Agrees to finalize the Communication Plan with the suggested tactics. Head of People and Culture (Liz Barrett) will coordinate with the HR team to ensure all employees receive necessary training and support. Sydney Metropolitan Area Manager (Sandy Smith) and Country NSW Area Manager (Steve Jagdev) will work together to identify potential champions within their respective teams who can advocate for change. Change Management Agent (Najam): It is obvious that highlighting the advantages of change is essential. These strategies will be incorporated into the communication plan. Liz, could you make sure HR is prepared to assist our staff members during this transition? Let's work together, Sandy and Steve, to find change agents who will motivate their teams. The conference ended with a commitment to effectively promoting the advantages of change and a clear grasp of the needs of the Communication Plan. With the communication strategy supporting the change management process, the team is ready to go forward. D2: Use the documented feedback from their meeting for the previous question (Task D, Question D1) to develop their communication plan? Save their communication plan as “BSBLDR601 Communication Plan – Your Name”, replacing “Your Name” with their first and last names? Upload their communication plan as part of their assessment submission? D3: Set up a meeting with:  Themselves, acting as the Change Management Agent at Discount Petrol?  The Petrolcorp CEO, the Head of People and Culture and the Country NSW Area Manager, as role played by other students in their unit? Prior to the meeting, develop a meeting agenda, and document it in the space provided?

Use the meeting to:  Present their communication plan to relevant stakeholders using a slide presentation technology, such as PowerPoint or Google Slides, consisting of 3-6 slides?  Gather feedback on their presented communication plan? After the meeting, record notes of what was presented and the feedback received? Meeting with: The Petrolcorp CEO (Mark Smith) Head of People and Culture (Liz Barrett)Country NSW Area Manager (Steve Jagdev) Meeting agenda: A meeting agenda to present a communication plan for an organizational change project at Discount Petrol might look something like this: Presentation: Feedback: CEO of Petrolcorp (Mark Smith): While praising the plan's alignment with organisational goals, Mark Smith might want further information on how it fits into the overall strategy. He might want particular performance measures. Liz Barrett, the head of people and culture: Liz Barrett would be able to understand the HR integration component while suggesting more interesting training techniques. She might also recommend feedback systems. Country NSW Area Manager (Steve Jagdev): Steve Jagdev may commend the efforts to maintain consistency and the emphasis on safety while recommending site-specific training components and tactics for overcoming local resistance. D4: Set up a meeting with:  Themselves, acting as the Change Management Agent at Discount Petrol?  The Head of People and Culture, the Sydney Metropolitan Area Manager and a Store Manager, as role played by other students in their unit? Use the meeting to present and discuss the change process, seeking input from others? After the meeting, record notes of what was discussed and the feedback received?

Meeting With: Head of People and Culture Role (Liz Barrett) Sydney Metropolitan Area Manager Role (Sandy Smith) Store Manager Role (Margaret Turner). Meeting Date: 20/09/2023 Meeting Location: conference hall Meeting Agenda: Presentation of Change Process Seeking Input and Feedback Discussion and Action Items Next Steps. Meeting notes: The transformation process at Discount Petrol outlets in Sydney Metropolitan and Country NSW aims to standardise rules and procedures, boost employee training, and improve safety and customer service. It involves the creation of policies, instruction manuals, training programmes, HR alignment, and continuous induction procedures for new hires. FEEDBACK Liz Barrett (Head of People and Culture): Liz emphasized the importance of effective training and its impact on employee development. She raised questions about the integration of HR processes and how it would affect HR staff. Sandy Smith (Sydney Metropolitan Area Manager): Sandy expressed concerns about ensuring consistency in communication across Sydney Metropolitan stores. She suggested involving store managers in the development of training materials to ensure they are practical and relevant. Margaret Turner (Store Manager): Margaret shared her perspective as a store manager and highlighted the need for clear and concise written manuals. She suggested periodic check-ins and feedback sessions with store managers to address any implementation challenges. D5: Incorporate feedback received while undertaking previous question (Task D, Question D4), as well as any other feedback received in Part D, into a modified Change Management Project Plan? Ensure strategies for embedding the change are included? Save the modified plan as “BSBLDR601 Change Management Project Plan – Your Name - modified”, replacing “Your Name” with their first and last names?

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

Upload their modified project plan as part of their assessment submission? D6: Read the provided scenario? Identify the barriers to change described in the scenario? Describe how they would respond to these barriers in alignment with the risk analysis they performed in assessment Task C? The case study scenario for Petrolcorp lists the following resistance factors to change: Lack of Standardisation: Due to the company's inconsistent policies and practises, customer service, training, and inventory management differ amongst outlets. Petrolcorp should put in place formalised policies and standardised procedures to address this. This is consistent with the risk analysis, which probably determined that discrepancies posed a threat to customer happiness and operational effectiveness. Customer Service Variability: Because Sydney Metropolitan and country NSW locations have different customer service policies, customers can receive uneven customer care. To solve this, Petrolcorp should create and implement a standardised customer service training programme. This is consistent with the risk study, which would have noted a danger to the company's reputation from inconsistent customer service. Training Prioritization: Prioritising training could impede change initiatives if on-going employee training and development are not prioritised. In accordance with the risk analysis that may have identified undertrained staff as a danger to customer satisfaction, Petrolcorp should prioritise professional development, including customer service training. Inventory management problems: Stock shortages have been caused by incorrect reorder levels and communication breakdowns. Petrolcorp needs to do in-depth inventory management evaluations to reduce this risk. Supply chain interruptions may have been considered a concern in the risk analysis, which is in line with this. Lack of Formal rules: Inconsistencies are a result of many rules and practises not being formalised in writing. In accordance with the risk analysis that may have identified the absence of formalisation as a risk to consistency, Petrolcorp should create formal policies and procedures. Variable NPS Scores: Considerable variances in NPS scores reveal varying degrees of consumer satisfaction. Petrolcorp needs to take steps to reduce the risk of customer dissatisfaction by implementing NPS improvement techniques in underperforming stores. D7: Read the provided scenario? Describe how they would action interventions and activities to address this issue, in line with their change management project timeline? According to the roadmap for their change management project, Petrolcorp can take the following steps to solve the issue of inconsistent customer service caused by differing policies for Sydney Metropolitan and regional NSW areas:

 Policy Alignment: Aligning customer service procedures for both regions can be worked on early in the project's timeline (Month 1). For the purpose of developing a cohesive approach, this entails examining and updating current policies.  Training Programme Development: To make sure staff members have the necessary abilities, Petrolcorp can begin creating a standardised customer service training programme in the first month.  Training Programme Rollout: In the upcoming months (Month 2), they can start distributing the training materials to staff members, ensuring that everyone has the appropriate customer service training.  Feedback Loops: Throughout the project's duration (ongoing), they should set up feedback processes to get managers' and employees' opinions. This enables ongoing policy and training material revision and enhancement.  Monitoring NPS: In addition to these initiatives, they should continue to keep a close eye on NPS results (Ongoing) and identify any stores with subpar results so they may make specific adjustments.

TASK A-D

Related Documents