Professional Documents
Culture Documents
au
Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au
If you are not sure about any aspect of this assessment, please ask for clarification from your Trainer.
Duration:
Trainer will set the duration of the assessment.
Change Management- Assessment Task 2 LAST UPDATED: December 2015, Version No. 3.0
Page 1 of 17
T. +61 2 9283 4388 | E. info@wic.nsw.edu.au
Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au
Procedure
Part A
Using the scenario 1 information supplied, the student will undertake a cost-benefit analysis for high-priority
change requirements, undertake a risk analysis, identify barriers, and develop mitigation strategies. The
student will develop a change management project plan, assign resources and develop a reporting process.
The student will then present his/her analysis and project plan to management for approval.
2. Develop a change management strategy for Fast Track, which you will present to management (your
trainer) for approval, by following steps 38 below.
a. who/what is impacted
4. Identify the change goals you have identified are related to organisations strategic goals.
c. risks
f. categorised changes:
i. feasible (F)
7. Develop a change management project plan. In order to justify your plan, include a brief explanation of
the change management theory/methodology followed to embed change. Your plan must reflect
theory and you must be prepared to explain to management how key elements of your plan, such as
stakeholder management, communication, education/training plans, show elements of a particular
theory.
Change Management- Assessment Task 2 LAST UPDATED: December 2015, Version No. 3.0
Page 2 of 17
T. +61 2 9283 4388 | E. info@wic.nsw.edu.au
Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au
a. Stakeholder management:
b. Communication plan:
i. audience
ii. message
iv. how the message will be communicated (e.g. email, face to face, newsletter)
v. person responsible.
c. Education/training plan:
i. participants
iv. how the training will be delivered (e.g. class room, online, on-the-job)
v. person responsible.
9. Your project plan should also include a measuring/reporting strategy. Measurement and reporting
strategy should include:
i. format of reports
10. Finally, your project plan should also include a list of resources (tools, supplies, etc.)
11. Deliver a formal presentation (using PowerPoint) to management (your trainer) to gain approval for
your change management strategy. Your trainer will approve your strategy based on your completion of
this assessment task and satisfaction of specifications below.
13. Submit all documents to your trainer as per the specifications below. Ensure you keep a copy of all work
submitted for your records.
Part B
Based on the scenario 2 provided, you will develop a performance improvement strategy, brief a team of peers
on the strategy, develop the strategy and encourage innovation within the group session, and incorporate
Change Management- Assessment Task 2 LAST UPDATED: December 2015, Version No. 3.0
Page 3 of 17
T. +61 2 9283 4388 | E. info@wic.nsw.edu.au
Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au
results of consultation into strategy. You will develop risk and cost-benefit analyses which you will submit to
your trainer for approval.
1. Read the case study A. C. Gilbert (Appendix 2). Assume no improvements have been made and the
company is still operating in the same way today as when it closed in 1967.
Your manager, as per organisational processes for continuous improvement, has asked you to develop a
performance improvement strategy, brief the management team, develop the idea with the team, seek
the teams approval and seek final approval from your manager.
3. Develop a one page performance improvement strategy related to competitiveness. Include:
a. strategic goals
4. Prepare to deliver a 2030 minute management team briefing and consultation session:
a. distribute your proposed strategies to team (team members may be other learners, or other
group approved by trainer)
iii. preparing to discuss changes or improvements at team briefing and consultation session
c. agree time for session (agree time with trainer to ensure trainer can observe session).
5. Lead session.
e. if and when applicable, accept failure of ideas and recognise successful ideas.
6. Summarise results of session and seek groups approval for amended strategy.
10. Arrange a time to meet with trainer (as your manager) to discuss strategy, risk and cost-benefit
analyses. Explain costs and benefits. Seek approval for strategy.
11. Submit documents to your trainer as per the specifications below. Ensure you keep a copy of all work
submitted for your records.
Change Management- Assessment Task 2 LAST UPDATED: December 2015, Version No. 3.0
Page 4 of 17
T. +61 2 9283 4388 | E. info@wic.nsw.edu.au
Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au
Part B
You must provide a:
one page performance improvement strategy
2030 minute team briefing and consultation session (team members may be other learners, or
other group approved by trainer)
revised one page performance improvement strategy
written risk analysis
written cost-benefit analysis.
Your trainer will be looking for:
application of quality management and continuous improvement theories in improvement strategy
demonstration of creativity and innovation theories in group consultation
application of organisational learning principles
demonstration of cost-benefit analysis
demonstration of risk management
analytical skills to identify improvement opportunities
demonstration of creativity skills to think laterally and identify improvement opportunities that
come from group
demonstration of learning skills to develop options for continuous improvement
demonstration of teamwork and leadership skills to lead group session.
Appendix 2
Scenario 1: Fast Track Couriers Pty Ltd
You are an external change management consultant employed by Fast Track Couriers. You have been asked by
the General Manager to develop a change management strategy and present the strategy to management for
approval.
Change Management- Assessment Task 2 LAST UPDATED: December 2015, Version No. 3.0
Page 5 of 17
T. +61 2 9283 4388 | E. info@wic.nsw.edu.au
Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au
Change Management- Assessment Task 2 LAST UPDATED: December 2015, Version No. 3.0
Page 6 of 17
T. +61 2 9283 4388 | E. info@wic.nsw.edu.au
Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au
People/structure
Fast Track Couriers has implemented and recruited the people required to fill the roles in the following
organisational structure:
General
Manager/CFO
Human Resources
manager
Trucking team
Sales team (3) Accountant
(20)
Administrative
support/reception
Sales manager Coordinates sales team; provides sales team training; manages
performance of sales team.
Change Management- Assessment Task 2 LAST UPDATED: December 2015, Version No. 3.0
Page 7 of 17
T. +61 2 9283 4388 | E. info@wic.nsw.edu.au
Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au
Authorises payroll.
Resourcing/budget:
The budget for implementing the change strategy (excluding cost of new trucks, technology and lift gates, lost
productivity from truckers) is $25,000. Overruns must be approved by General Manager.
You will be employed for two weeks full-time (40 hrs/week) and 8 hours a week until end of the first quarter.
Resources:
The following resources are available for your use:
Sales team member with high-level oral and Length of project, as needed
written communication skills to assist new
Human Resources manager (Jessica Smith).
Head office training rooms equipped with 2nd week of July 2011 only.
training supplies for five participants.
One new truck with tail gate based at office Length of project, as needed
Education/ training
Goal A: Implement PDA/ GPS usage (productivity function) on truck fleet in the first quarter of the
2012 financial year. Requires a half-day training session.
Goal B: Implement one person/truck policy using automatic lift gates in the first quarter of the
2012 financial year. Requires a half-day training session.
Template
Fast Track Couriers policy mandates the use of the following project management template.
Green: completed
Amber: in progress
Change Management- Assessment Task 2 LAST UPDATED: December 2015, Version No. 3.0
Page 8 of 17
T. +61 2 9283 4388 | E. info@wic.nsw.edu.au
Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au
Change goal
- People
- Process
- Technology
- Structure
Page 9 of 17
T. +61 2 9283 4388 | E. info@wic.nsw.edu.au
Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au
Strategic goals are supported by the following operational and human resources goals.
Drivers
Covered by an award.
Salary $45,000 per annum.
Heavily unionised.
Employee demographics are all male employees aged 2565.
Little opportunity to participate in learning and development programs due to being on the road;
however, little to no interest to participate in development opportunities.
Large number of workplace injuries due to heavy lifting.
Low employee engagement scores. Drivers cite pay as an issue.
Change Management- Assessment Task 2 LAST UPDATED: December 2015, Version No. 3.0
Page 10 of 17
T. +61 2 9283 4388 | E. info@wic.nsw.edu.au
Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au
Scenario 2 A. C. Gilbert
History 19091961
Alfred Carlton Gilbert was an inventor and a toy manufacturer who invented the Erector engineering set. His
original company, The Mysto Manufacturing Company, was founded in 1909 to manufacture the Erector set. In
1916, Mysto became the A. C. Gilbert Company and gained a reputation for producing quality toys.
By the 1950s, A. C. Gilbert was one of the leading toymakers in the United States with annual sales regularly
topping $17 million. This was an outstanding achievement for a relatively small company.
In 1961, A. C. Gilbert senior died, leaving the company in the hands of his son, A. C. Junior. At the time A. C.
Junior took over the firm, the company was established as a traditional, reliable and profitable manufacturer
of educational toys.
Change Management- Assessment Task 2 LAST UPDATED: December 2015, Version No. 3.0
Page 11 of 17
T. +61 2 9283 4388 | E. info@wic.nsw.edu.au
Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au
Change Management- Assessment Task 2 LAST UPDATED: December 2015, Version No. 3.0
Page 12 of 17
T. +61 2 9283 4388 | E. info@wic.nsw.edu.au
Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au
Design
Toys are designed by a small group of
designers who develop the concepts for the
products.
Planning
The planning department translates the concepts
into designs and determines resource requirements,
including raw materials. Planning also projects sales
and develops production plans for each product,
timeframes for production runs and scheduling of
production runs.
Purchasing
Information gained from planning stage used to
purchase raw materials for products and packaging
from suppliers.
Manufacturing
Produces and packages toys for distribution.
Distribution
Delivers packaged toys to the warehouse for storage.
Change Management- Assessment Task 2 LAST UPDATED: December 2015, Version No. 3.0
Page 13 of 17
T. +61 2 9283 4388 | E. info@wic.nsw.edu.au
Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au
Note: These flowcharts have been included for assessment purposes only, and may not accurately reflect the
actual processes in place at A. C. Gilbert.
History 19611967
As the 1950s moved into the 1960s, there were huge cultural changes across the world. The fifties were a very
traditional era of family values and morals, conservative and staid. Then came the swinging sixties. The sixties
were a time of rapid change both technologically and culturally. Old fashioned values gave way to new moral
freedoms.
Where the fifties represented solidarity and familiarity, the sixties embraced change. Everything was bolder,
brighter and more daring. A new young president and rising social activism by youth saw changes in clothing,
music and interests. Young people rebelled against the values of their parents and embraced a more fast
paced, exciting and riskier lifestyle.
Affects on A. C. Gilbert
As a small, traditional company, A. C. Gilbert was slow to react to these changes. It may have been that they
were not aware of the changes or were overly confident that their good name and reputation was sufficient to
continue trading as before. The consequences of this short sightedness soon became apparent.
Change Management- Assessment Task 2 LAST UPDATED: December 2015, Version No. 3.0
Page 14 of 17
T. +61 2 9283 4388 | E. info@wic.nsw.edu.au
Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au
This drop in sales was also reflected in a fall in the share price of the company.
Outcomes
As a result of the falling profits and share price, the company became attractive to an opportunistic
businessman, Jack Wrather. Jack Wrather was an independent television producer who had made his money
producing the popular programs Lassie and The Lone Ranger. Jack Wrather wanted to purchase a successful
business and felt that in A. C. Gilbert, he had the opportunity to use his knowledge of popular entertainment
and apply it to the production of toys. He purchased 52% of A. C. Gilbert for $4 million and immediately set
about making his mark on the company. A. C. Junior stayed on as Chairman but his influence was minimal.
Performance report
Key milestones
1962:
Jack Wrather purchased 52% of A. C. Gilbert.
Replaced existing executives with his own people.
Increased sales staff by 50%.
Change Management- Assessment Task 2 LAST UPDATED: December 2015, Version No. 3.0
Page 15 of 17
T. +61 2 9283 4388 | E. info@wic.nsw.edu.au
Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au
1963:
Sales and profits down on previous year.
Anticipated drop in profits due to expansion and cost of establishing new lines.
Sales fell short of expectations.
Decline in quality of toys feedback indicated products poorly made and designed (dolls did not
even come with a change of clothing).
New range perceived by customers as poor quality and over-priced not value for money nor
attractive to the target market.
1964:
Jack Wrather fired most of the top management team he hired two years previously.
Crisis management lead to multiple changes and dramatic measures being taken and then changed
often one measure contradicting the previous.
Jack Wrather hires new CEO Isaacson.
Isaacson fires the entire sales team.
Isaacson makes huge cutbacks in spending.
Sales are channelled through independent manufacturers reps, which was cheaper than
maintaining an in-house sales force.
Long-standing relationships soured as the independent reps worked on commission and pushed
sales, with no interest in maintaining or building relationships with customers.
A. C. Gilbert had built its success on personal service and building relationships that was
destroyed within 12 months.
A. C. Gilbert Junior dies and is replaced as Chairman by Jack Wrather. Isaacson assumes the role of
President.
Prior to Christmas, many of the previous years failed products were deleted and 20 new items
introduced.
Reduced the price of core lines such as the Erector set from $75 to $20 but quality also impacted
cardboard box instead of metal boxes, and brittle parts instead of sturdy long-lasting parts.
Sales increased and there was some degree of optimism.
1965:
Sought to capitalise on popular crazes such as James Bond and The Man from Uncle by introducing
action figures for Christmas.
Due to internal strife and staff cutbacks, the new lines were not delivered to the stores until after
Christmas.
Operating on a skeleton workforce.
Due to lack of staff, A. C. Gilbert is unable to implement changes or introduce new lines quickly
enough to capitalise on trends.
1966
Increased advertising spending to $3 million.
Change Management- Assessment Task 2 LAST UPDATED: December 2015, Version No. 3.0
Page 16 of 17
T. +61 2 9283 4388 | E. info@wic.nsw.edu.au
Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au
Source:
Tibballs, G., 1999, Business blunders, A. C. Gilbert: Toy Story, Robinson Publishing Ltd, pp. 43.
Change Management- Assessment Task 2 LAST UPDATED: December 2015, Version No. 3.0
Page 17 of 17