BSBINN601 Lead and manage organizational change

BSBINN601 Lead and manage organizational change

BSBINN601 Lead and manage organizational change assessment 1: Provide answers1. Key phases of the Change management process: Change management in the business refer to the change in the environment of the workplace to bring new technologies and implement the new process in order to replace the old time-taking methods.

The following are the key phases for the change management process:

Making up the mind for change: distinguish foreseen purposes of opposition and extraordinary strategies dependent on status appraisals

Managing change: create change management plans, make a move and actualize plans

Emphasizing change: gather input, review consistency, analyze and address holes, search for pockets of resistance

2. Change in organizations is due to external factors which might affect growth and progress. The following are the reasons for initiate change in an organization:Social factors like change in demography and change in customer habits of buying might influence the organization to change.End–of–life items: The customer’s lack of interest in some products of the organization may lead to bringing change in the organizationTechnological factor might also convince the organization to change its old way of performing methods and bringing new innovation in the workplace. 3. Force Field Analysis is a technique for listing and assessing the powers for and against circumstances. It encourages you to dissect the entirety of forces that have an impact on the present circumstance. Human conduct is brought about by forces like convictions, desires, social standards, and so on. A portion of these forces are sure, pushing us forward, and a portion of these forces are negative, keeping us from accomplishing the settled objectives. A force field investigation outline shows these main thrusts and controlling powers that would impact an issue.4.Burke & Litwin’s organizational change model is about introducing and establishing a relationship of cause and effect. This model of changes consists of 12 organizational elements that help to determine the changes in the workplace. These elements are: Environment Externally

2. Strategy and Mission3. Leadership4. Management Practises5. Organisation Culture6. Structure7. Individual and organizational performance8. Work Unit Climate9. Task Requirements and Individual Skills/Abilities10. Individual Needs and ValuesThis model is dependent on surveying organizational and natural components, which mightbe adjusted to guarantee a fruitful change. The most prevailing component that causesorganizational change is frequently the outside condition. Therefore, this expectsorganizations to alter and change their crucial technique, just as the organizational culture andstructure.5.The following are the key phases suggested by John Kotter which work for manyorganizations to grow and progress:
   that their team are responsive and active during the process. Hence this style helps tocommunicate with the team and make them motivated throughout the project.9.Two aspects of organizational behavioura)Employees regularly favour the natural methods for working together, making changeand adjustment troublesome. b)Key representatives impervious to change ought to be searched out and convinced toacknowledge and adjust to organizational changes.10.Five components as a part of change management plan1)Communicating with employees, convincing them to urge a desire for change inmanagement, 2)Management training for manager to implement change in organization3)Proper resources must be allocated to run the project.4)Training of manager to deal with employees who are reluctant to implement changes.5)Individual and team acknowledgment is a vital segment of progress management so asto solidify and strengthen the adjustment in the organization.11.Reason for resistance of employees to change:Lack of incentive and reward system may stop them to participates in new projects oforganizationLack of knowledge about the plan may stops them to take risk and big step. The fear of replacing with better substitutes might stop team member to take risk. 12.Three barriers to organisational change.1)Lack of understanding regarding change and its outcomes2)Employee’s reluctance to change3)Past experience of ad changes implementation13.Three strategies to address barriers1)Communicate well with the employees to explain them about change2)Identifying the needs for implementing change3)Communicating all staff members to participate in change
   Assessment 2: Change management plan projectSamson MediaChange Management Briefing Report Introduction a.Outlining strategic changes needs for Samson Media based on an analysis oforganizational ObjectivesSamson Media is the organization selected to analyse and evaluate the change inorganization. The company operates as a publisher in the field of fashion magazines. Thecompany has some powerful connections with high profile fashion houses but from the pastyears company is facing major downfall. Due to strong competition and rise of digital media,Samson Media is losing its interest among people. Samson Media’s current situation and suggested changes for the companyTo be one the main retailor in the field of fashion magazinesTo enhanced their features to give solid competition to the rivals.Objectives of Samson MediaFor the next 2 year, increase the return on profit to 8%Transformational change of the organization that will change over all magazines to acomputerized format.Shutting down the distribution siteAchieve cost efficiencies through migrating the administrative centre to a smallerplaceAs for organization to conceivably reach to the necessary change, the action plan isrequire in order to fulfil the following needs:Increase the general productivity to have the option to re-put resources into theventure of the change. Then think of the product and a simulative program for the organization It is planned that the software be presented