Reference no: EM132775070

TASK 1

Your organisation's CEO has decided to implement a new administration system into the company. He has requested that you prepare a document outlining all the issues that he might face in relation to barriers for change from staff members.

Your task is to outline in table format the possible barriers that might be faced along with proposed methods of managing or dealing with these barriers.

Ensure your answers are comprehensive and they consider the full range of barriers thatstaff members might face in this situation.
Create a change management plan to implement the new administration system. The following may be used as a template:
Change Management Plan Template Note:
Delete the prompts under each heading before submitting your plan.

Introduction
Provide background, link to strategic goals and other changes

Project Sponsor
This person leads the change project and is accountable for ensuring the project and change plan are implemented

Project Objectives
Detail what the project will achieve.

Provide details of:
•What the change process will achieve [e.g. information sharing, engagement, input into system changes];
•Principles that underpin the change plan [e.g. inclusiveness/consultation, timeliness]; and
•Ethical issues that need to be considered and how the change plan will address them
Change Plan Elements
What are the main elements in the change plan? [e.g. people/culture, systems/technology, documentation, positions/roles, process, skills] Each of these elements may require a particular focus in the change plan.
Rationale for the Change
List the drivers and constraints for change.
What are the risks for the change process?

Key Stakeholder
Analysis Identify the key stakeholders [consider staff, other work units in SCU, management, unions, students and other clients] and:
•Analyse their response to the change [e.g. what will be their main concerns/fear, where is there likely to be support for the change];
•Identify their needs in terms of change management and consider the style of communication required [language style & level]; and
•Identify the preferred media for communicating or consulting with them about the change [e.g. sessions involving dialogue about the changes, newsletters, briefings from project team members, frequently asked questions].
Assessment of Readiness to Change
Comment on the status of the change so far [e.g. is there a high level strategy in place that stakeholders are already aware of and committed to that provides a framework for the change]?
What elements might support the change [e.g. dissatisfaction with current processes; a workplace culture that supports change and innovation]?
Is there strong senior support for the change?
Key Change Messages Identify about 6 key messages to convey about the change process, being upfront about gains and losses. Consider:
•What will be gained/lost for the key stakeholder groups in the change process;
•The messages from the stakeholder perspective;
•What will be their main concerns; and
•Presenting changes in a positive light even whilst acknowledging loss
Identify Change Elements Structures/Processes/Responsiblities/Resources/Timeframes/Performance Measures
Consider the need for particular change support structures [e.g. a change team, super users/specialists who are trained first and can support people in the workplace, involvement of users/key stakeholders at various stages, change champions in the workplace].
Consider if there is a need for transitional arrangements to support and whether the introduction of the change process needs to be staged.
What will be the impact on workloads and how will these be managed?

Develop Change Plan
Develop a change plan including performance measures [how will you know the change plan is effective?]. Ensure the plan is adequately resourced.
Actions Who When Performance measures

Consolidation
Ensure policies, procedures and performance measures reinforce the changes.
Remove organisational barriers to the change.
Reinforce how changes have provided benefits.
Evaluation
How will the change be evaluated in relation to the achievement of the planned objectives?
How will the change management processes be evaluated -consider summative as well as final evaluations, how can you assess your change management strategies as you implement them?
How will the evaluation outcomes be circulated and promoted to stakeholders?
How will evaluation outcomes be used in other organisational processes?

TASK 2 Managing Organisational Change
For this assessment you must complete the following written activity.
You have been provided with a template for you to use for the change management plan below.
Select one change:
•Human resource restructure for efficiency
•Implementing a new rostering system and structure
•Expanding to international markets
Your task is to choose from the above list a change that could be required by a business and then complete the following report outlining the following:
•How you could identify the need for the change?•Develop the change management strategyfor the required change?
•Discuss how you would implement the change into the business?This assessment includes:
•Research on policies and procedures relating to change management
•Trends associated with the change
•Performance gaps that may be related to the change
•A change management plan
•Resource required for the change
•Communication and consultation strategies
•Training required to implement the change
•Evaluation methods
Submit your full report and change management plan for Assessment.
Change Management Plan Template
Note: delete the prompts under each heading before submitting your plan.
Introduction
Provide background, link to strategic goals and other changes
Project Sponsor
This person leads the change project and is accountable for ensuring the project and change plan are implemented
Project Objectives
Detail what the project will achieve.
Change Objectives and Principles
Provide details of:
•What the change process will achieve [e.g. information sharing, engagement, input into system changes];
•Principles that underpin the change plan [e.g. inclusiveness/consultation, timeliness]; and
•Ethical issues that need to be considered and how the change plan will address them.
Change Plan Elements
What are the main elements in the change plan? [e.g. people/culture, systems/technology, documentation, positions/roles, process, skills] Each of these elements may require a particular focus in the change plan.
Rationale for the Change
list the drivers and constraints for change.
What are the risks for the change process?
Key Stakeholder Analysis
Identify the key stakeholders [consider staff, other work units in SCU, management, unions, students and other clients] and:
•Analyse their response to the change [e.g. what will be their main concerns/fear, where is there likely to be support for the change];
•Identify their needs in terms of change management and consider the style of communication required [language style & level]; and
•Identify the preferred media for communicating or consulting with them about the change [e.g.sessions involving dialogue about the changes, newsletters, briefings from project team members, frequently asked questions].
Assessment of Readiness to Change
Comment on the status of the change so far [e.g.is there a high level strategyin place that stakeholders are already aware of and committed to that provides a framework for the change]?
What elements might support the change [e.g.dissatisfaction with current processes; a workplace culture that supports change and innovation].
Is there strong senior support for the change?
Key Change Messages
Identify about 6 key messages to convey about the change process, being upfront about gains and losses. Consider:
•What will be gained/lost for the key stakeholder groups in the change process;
•The messages from the stakeholder perspective
;•What will be their main concerns; and
•Presenting changes in a positive light even whilst acknowledging loss.
Identify Change Elements
Structures/Processes/Responsiblities/Resources/Timeframes/Performance Measures
Consider the need for particular change support structures [e.g.a change team, super users/specialists who are trained first and can support people in the workplace, involvement of users/key stakeholders at various stages, change champions in the workplace].
Consider if there is a need for transitional arrangements to support and whether the introduction of the change process needs to be staged.
What will be the impact on workloads and how will these be managed?
Develop Change Plan
Develop a change plan including performance measures [how will you know the change plan is effective?]. Ensure the plan is adequately resourced.
Actions Who When Performance measures

Consolidation
Ensure policies, procedures and performance measures reinforce the changes.
Remove organisational barriers to the change.
Reinforce how changes have provided benefits

Evaluation

How will the change be evaluated in relation to the achievement of the planned objectives?
How will the change management processes be evaluated -consider summative as well as final evaluations, how can you assess your change management strategies as you implement them?
How will the evaluation outcomes be circulated and promoted to stakeholders?
How will evaluation outcomes be used in other organisational processes?

APA style reference

Attachment:- New administration system.rar