Managing Organizational Change: Strategies And Best Practices

Types of policies and practices to review when introducing new technology

Prior to conducting the assessment read this document in its entirety with the individual or group of learners and seek feedback on the understanding of the assessment requirements and outcomes.

Contextualise the activities, observations/demonstrations and other submitted evidenceto ensure it reflects the individual learner or group. Check this against the mapping, to ensure it is still valid. This assessment has been contextualised to better reflect the required learner information and outcome of assessment.

Ensure that the learner is allocated the appropriate time and resources required for the tasks, including that the workplace (or simulated environment for learners that are not working) is suitable for the parameters of any required task, to ensure the learners will have an appropriate opportunity to satisfactorily demonstrate their required skills and knowledge to result in a Satisfactory (S) result for the assessment tool and Competent (CO) in the Unit of Competency (UOC) overall.

• what will occur throughout the assessment process
• when the assessment will occur
• the level of competency expected
• how many times they must be assessed and demonstrate a satisfactory result as per the unit training pack requirements

When appropriate, confirm arrangements for athird party to observe the learner in the workplace, with the learner and the third party, including, that the third party understands the requirements and instructions regarding the Third PartyObservations/Demonstrations. The third party must be someone in a position to make a valid comment on performance of the learner, e.g. Line Manger

Use the checklists and answer guides to assist you with marking, but never show or share them with the learner or the third party. Gather supporting documents, where available and appropriate, as evidence to help you make a judgement of the learner’s competency.

The learner needs to be deemed satisfactory for all of the criteria in the unit to gain competency. When the assessment is complete, advise the learner of the outcome and record your comments in the relevant section. You must determine whether they are CO or Not Competent (NC) and provide appropriate and meaningful feedback.

If you are resulting the learner NC, ensure you outline why you have made this decision, and provide advice on how the learner can improve skills/knowledge prior to their next attempt.

Where learners are unable to complete the tasks in the methods specified due to situations beyond your/their control, you will need to make reasonable adjustments, without compromising the assessment tool(s).

1. You must answer all questions/tasks in all sections below.  
2. Read each question carefully and ensure you provide all the required information.
3. Submit the completed assessment on the specific date, time and location as advised by your trainer/assessor.
4. This is an individual assessment task (or group subject to approval by the trainer/assessor).
5. Assessment answers must be typed using Microsoft Word (font size: 11, font: Calibri) or handwritten as per the trainer/assessor instructions.
6. You are NOT allowed to copy straight from any internet-based or written materials available. You must write your answers in your own words.
7. You are required to provide proper and appropriate referencing (if applicable).
8. You are NOT allowed to copy or attempt to copy the work of another student or permit another student to copy or attempt to copy your work.
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10. It is your responsibility to attend to your classes and seek assistance from the trainer/assessor to ensure you continuously succeed in good course progress and academic standing. Remember all trainer/assessors are here to help so ask them if you feel you need it

Any changes or alteration in the business operation, policies, management etc impacts a number of stakeholders of the organisation there are always risk associated with business as there are a number of factors that the business operates upon which is not under the control of the management of the organisation. Hence when a change is initiated risk should be analysed in order to understand the repercussion of a threat or weakness during the process of change.

These changes will directly impact the daily operations of the business hence the employees who are responsible will be facing the consequences in the basic level. The barriers that the company can face in this case are:

• Resistance from the employees
• Lack of knowledge
• Low performance level among the employees due to the two above reasons
• The change might actually cause disruption in the system and lead to loss
• Rise of unsatisfied human resource

• The company should be clear and transparent with the employees in terms of nature of the changes that will be initiate and the way that it is going to impact the employees
• As it is a new process or a technology , the employees must be given a chance to learn before being implemented
• If the aforementioned mitigations are initiated the lack in performance can be combated.
• Before the change is brought into the system it should be well organised and strategized according to the business trends and opportunities

Imagine that you are planning a series of briefing sessions to brief the staff about a forthcoming office move. What should your briefing cover?

• The date and time of the shift
• The way the work is going to operate during the change for example will the employees will be on a leave or will they have to accommodate their work from home for a few days
• The tenure of the shift
• Ask the employees whether this move will negatively impact any of the employees.
• Clarify how this move will impact the employees

What practical arrangements do you need to consider when arranging and managing communication/training activities?

• It should be ensured that all the people who are concerned with e process is addressed properly
• There should be no communication gap among the management and the employees
• There should be meetings as well as written communication via official e-mails
• The training process should be monitored  (Burke, 2017)

Imagine that you are planning a consultation event in your own organisation as part of a change program to introduce new equipment (hardware or software).

• How would you select members of the consultation group/s?
• When, where and how will the consultation/s take place?
• What key questions will be asked as part of the consultation process?
• What will happen to the results/output from the consultation process?

The members of the group will be selected on the basis of the knowledge that the people have regarding the new technology, demonstration is important in case of a equipment hence the people should be well acquainted with the equipment. The people should also be ready to answer any kind of query. If there is a third party organisation involved in the process, then there should be representation of that as well.

The consultation event should take place before the installation of the equipment on a large scale so that the people get time to understand the process, it should take place in a space where demonstration of the working of the technology is possible lastly it should be an interactive session among the employees and the members of the consultation group.

Questions regarding the complication of the usage, advantage and disadvantage of the equipment, and how it will impact the employees will be asked.

Employees will have a clear idea of the change that is going to be introduced hence their apprehension will reduce, they can learn regarding the process from the beginning. Employees can be mentally prepared for the change.

• A new equipment would mean larger production per person as the process will become smoother and more efficient
• Change in the scale of operation
• Improved performance of the employees
• Increase in profitability in the long run
• The company may come across new scope and opportunities based on the improvements that the company will bring.

Reference list:

Anderson, D. L. (2016). Organization development: The process of leading organizational change. Sage Publications.

Burke, W. W. (2017). Organization change: Theory and practice. Sage Publications.

Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.

Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage learning.

Spillane, J. P., & Coldren, A. F. (2015). Diagnosis and design for school improvement: Using a distributed perspective to lead and manage change. Teachers College Press.