Task 01:
Identification of change requirements (Written Report)
1. Review the scenario information provided (in this task Attachment) for Fast Track Couriers.
2. Be prepared to write reports on change requirements for the Fast Track by following steps 3–10 below.
3.Analyze the organizational objectives
provided in the scenario to identify change requirements for Fast Track
Couriers:
a. Identify requirements for change
• Speed, punctuality and security
guarantee.
• Various services are available
according to customer needs / conditions (time and budget)
• Has a variety of products.
• A system that is already online in all
provinces throughout Indonesia that ensures traceability of information on the
status of shipments, shipment security, accuracy and speed of information and
communication.
b. prepare an explanation of how the
changes identified require a link to the organization's strategic plan / s
objectives
Organizational Change is a program that
seeks to improve organizational effectiveness by integrating a shared desire
for growth and development with organizational goals. Organizational change as
a planning change discipline that emphasizes the application of behavioral science
and practice to help organizations achieve greater effectiveness
.
4. Review the current state of the
organization to understand how current policies, practices and operations
provide for the organization's strategic goals.
1. Review organizational performance
against targets related to:
a. people: People who plan, then humans
are the ones who maintain operating stability and flexibility
b. process: the conception of the
company becomes clear so that it will make it easier to formulate targets and
other plans and can direct organizational resources effectively.
c. technology: can easily measure
performance indicators. Clearer in making performance analysis and evaluation.
d. structure: has units, and or
individual staff in order to achieve operational goals. The operational
objective is a description and stages to achieve strategic goals.
5. Monitor external trends to identify
events or trends that can have an impact on achieving the goals of the
organization's strategic plan:
a. identify two external trends
• Identify the comparative advantage of
an organization in an environment that is increasingly at risk.
• Strategy-making activities will
enhance the company's ability to prevent future problems.
b. develop an explanation of how current
trends impact or will have an impact on organizational goals.
In contrast, the 'gig economy' promotes
the idea that someone can choose to leave the traditional work environment to
choose between work or life. Changes in the way work and the type of work that
exists provide new opportunities for employees to increasingly play a role as a
contractor or consultant who works on a project or short term basis when the
company's workload is mounting.
6. Identification of key operational change requirements:
a. identify changes due to performance gaps
If there is a performance gap, an analysis of what is the problem is done, and why it happened. Next, find solutions and abilities needed to overcome, determine who is involved in improving performance, and ultimately determine the follow-up that must be done.
b. identify changes due to business opportunities
information about new products that are trending and knowing how to buy them. Meanwhile, in other cities there are no such products but the advertisements are already known by the people there. This means an opportunity because of the connectivity capability, which is connecting between what is still empty and the product needs that are trending
c. identify changes due to threats
If the present conditions have provided a sense of security, and we have a relatively high need for security, then the potential to reject change is large. Changing the labor-intensive way to capital-intensive work creates a sense of insecurity for employees. Most changes are not easily predictable. Therefore there is uncertainty and doubt. If the current conditions are certain and the conditions after the change is uncertain, then people will tend to choose the current conditions and reject change.
d. identify changes due to management decisions.
Changes to work procedures in the decision-making process. As with the policy formulation process, the decision-making process is also related to the management and leadership style of the organization's leaders. In the decision-making process, it is necessary to formulate clearly and clearly the nature and form of involvement of various parties, including all changes that are considered necessary to increase the efficiency and effectiveness of work both at the individual level and at the organizational level.
7. Identify specialists who will be consulted to help identify changing needs:
a. identify the specialist you will use to help identify the requirements for change and be prepared to explain your reasons for involving these specialists
Changes in organizational structure include:
· . Formulation in certain formulations or aspects of the stated goals.
· Changes in the mission to be carried out. Such as missions, an Armed Forces formulated in a certain style in a peaceful atmosphere that needs to be changed if the state is in a state of war.
· Changes in the formulation, nature and type of main tasks, tasks and operational activities.
· Changes in workload borne by the organization as a whole or certain components of the organization.
b. identify what consultation model you will adopt to engage specialists and be prepared to explain why you will use this model.
Changes in work procedures in carrying out operational tasks. This relates to the habits, work methods and operational work procedures that are commonly used by operational officers who are not easy to change. The problem often changes from technical problems to attitude problems. For example, farmers who live in rural areas and live in an environment that can be said to be traditional, already have certain perceptions and habits about farming or farming. Certain perceptions and habits may even be considered as the only correct perceptions and habits and therefore no longer need to be changed. Especially if you remember that perceptions and habits have been passed down through generations in the community. If there is an effort from the government, for example to change perceptions and habits, it is not easy and requires patience, energy, cost, not a little time.
8. Assume your assessor is a specialist / expert of the type you identified in step 7. Consult your assessor to help identify the requirements and opportunities for change management.
First, starting with the determination of a strategic vision statement. Then, determine specific organizational goals or outcome outcomes in the long term, where the organization tries to achieve it in order to realize its mission. Furthermore, striving for the formulation of strategies, namely determining strategies to achieve organizational goals. Followed by the implementation of the strategy through a basic organizational structure that supports the occurrence of something. Then, at the final stage, a strategy evaluation is carried out, by comparing the expected results with concrete results after the implementation phase.
9. Identify managers who need to be notified. Prepare a plan that identifies who, when and how stakeholder managers will be involved to review and prioritize change requirements.
Your stakeholder analysis is to exchange ideas with your stakeholders. As part of this, think of all those who are affected by your work, who have influence or power on it, or have an interest in the conclusion of success or failure. In building each stakeholder map by developing a list of categories of people, organizations, institutions or other parties that have an interest in your organization or goals. After the list is complete, it is possible to set priorities in a number of ways, then translate the highest stakeholder priorities into tables or images. The list of potential stakeholders for each activity will certainly exceed the time available to analyse including the ability of the tools used to map according to the available information needs. The challenge is that you remain focused on stakeholders who are truly right and have a level of importance for the organization as part of a special community or project-oriented objectives so that it is easier to visualize. The level of stakeholders in the company from the highest to the lowest. Corporate leaders -> senior executives -> co-workers -> Your team -> Customers -> Prospective customers -> your family.
10. Assume your assessor is a manager you have identified. Consult with your assessor to review the changes you are proposing and to help you prioritize change. Suggest and justify the priorities you have set for each change you recommend.
The priority in change is to determine the goals and objectives of each function in office services. Analysis of facilities and resources needed for office services. Design efficient work methods and procedures. Develop an effective administration system.
11. Prepare a 3–4 page report detailing the change requirements for the organization. Include all the information you identified and the explanation that you prepared in steps 3–10.
12. Send all documents to your assessor in accordance with the specifications below. Make sure you keep a copy of all the work sent for your notes.
Fast
Track Courier
Fast
Track Couriers is a courier goods delivery company that has been operating in
New South Wales for the past 15 years. Its main business function is to provide
medium to large packages throughout the Sydney metropolitan city.
The
results of the research show that Fast Track Couriers to build market platforms
in Sydney have an opportunity of 7.5% with increased efficiency and shorter
delivery times than larger truck fleets and better distribution systems.
About
Fast Track Courier
The
purpose of the strategic plan
The
organization's strategic objectives are:
•
expand business in the big city so that small to medium shipping packages
increase market share by 7.5%
•
develop integrated approaches to distribution management using technologies
such as PDA and GPS devices
•
develop and maintain a cohesive and well motivated workforce.
Strategic
objectives are supported by the following operational and human resources
targets.
The
purpose of the operational plan
•
Testing the distribution management system is to stop and enable implementation
in the first quarter of the 2012 financial year.
•
Truck fleets need to be expanded by 8 trucks in the 2012 budget year.
Human
resource objectives:
•
combine the function of Human Resources to facilitate changes in labor
management in the first quarter of the 2012 financial year.
•
Introduce professional development and training to achieve organizational goals
and promote understanding of the organization's strategic objectives in the
first quarter of the 2012 financial year.
•
Eliminating industrial relations problems in the financial year 2012. concluded
negotiations with employees and trade unions.
Employee
profile
Fast
Track Couriers employees are as follows:
•
General manager (GM) - Having duties like employees in the field of marketing
Generally on the road, very rarely in the office.
•
Chief financial officer (CFO) - Report to GM and come according to office
hours; 9-5, Mon-Fri.
•
Accountant - must be obliged to make a report to the CFO and work according to
office hours; 9-5, Mon-Fri.
•
Truck drivers (x20) - must be required to make a report to the office.
•
Office team manager - Report to GM and make office hours; 9-5, Mon-Fri.
•
Office team member (x5) - tasked with conducting administration, sales,
customer relationship management tasks. Monitor the truck driver and handle the
questions. report to the office team manager.
Head
office employees
•
is in the work contract in each individual
•
The salary range is $ 32,000 - $ 75,000 a year.
•
There are female employees
•
Many opportunities to participate in learning and development programs because
of management support; But there is little desire to participate.
•
Employees cite teamwork and opportunities as motivational factors that influence
business success.
Driver
•
borne by the company.
•
Salaries of $ 45,000 per year.
•
follow the organization of labor associations
•
Employee demographics are all male employees aged 25–65 years.
•.
The chance to grow is very thin and little.
•
Frequent injuries at work due to heavy lifting.
•
Do not like being involved. The driver calls payment a problem.
Management
background and labour relations
The
company has an internal email in the form of a Newsletter that is only
circulating in the employee's environment. The company provides information on
policy procedures through a documented manual that is stored in each truck as
an employee manual. Office-based staff can access copies of this manual in the
office.
Although
all trucks are equipped with a GPS system to help the driver by navigating to
each take and drop location. Trucks are also given PDAs that provide drivers
with details of each pick up and drop off and notes when work starts and
finishes. Data from this device is sent back to the head office to monitor the
progress of the work but not used to complete productivity reporting. When this
device was introduced, the attitude of the drivers did not like it because it
was considered to have lost their own expertise. But slowly but surely, the
spearhead of marketing the goods began to receive GPS systems
Head
office employees work very closely together and are a very compact and
motivated team. They are positive about the direction of the organization and
respond well to change.
Apparently
many of the drivers have historically reacted negatively to change. Changes
implemented in the past have met resistance and are therefore difficult to
implement. Drivers in the past have done their best to block any changes that
are being carried out, even taking action to strike that threatens and involves
the union to help solve problems.
Fast
Track Couriers currently allocates two drivers per truck to ensure that drivers
can load and unload heavy packages. The future strategy is to eliminate the need
to have two drivers per truck by installing an automatic lift gate behind each
gate at a cost of $ 10,000 per truck.
That's
how Fast Track Couriers uses this surplus driver to drive new trucks to be
purchased to allow the company to expand its services to regional NSW.
If this company wants to change, it is better to increase the speed of delivery, improve perfection in service so that customer satisfaction is created. But the change in the company must have existed even though it took quite a long time and when there are relevant stakeholders who propose a change,
try to do this Corporate leaders -> senior executives -> co-workers -> Your team -> Customers -> Prospective customers -> your family.
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