T-1.8.1

Details of Assessment

Term and Year 2, 2019 Time allowed Weeks 1-7

Assessment No 1 Assessment Weighting 100%

Assessment Type Change Management Project Plan and Presentation

Due Date Week 7 Room TBA

Details of Subject

Qualification BSB61015 Advanced Diploma of Leadership and Management

Subject Name Organisational Change

Details of Unit(s) of competency

Unit Code (s) and BSBINN601 Lead and manage organisational change Names

Details of Student

Student Name

College Student ID Signature: ______Student Declaration:​ I declare that the work submitted is my own, and has not been copied or Date: ______/______/______plagiarised from any person or source.

Details of Assessor

Assessor’s Name

Assessment Outcome

/ 100 ☐ ​ ☐ ​ Results ​ Competent ​ Not Yet Competent Marks

FEEDBACK TO STUDENT

Progressive feedback to students, identifying gaps in competency and comments on positive improvements:

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______

Student Declaration:​ I declare that I have been Assessor Declaration: ​I declare that I have assessed in this unit, and I have been advised of my conducted a fair, valid, reliable and flexible result. I am also aware of my right to appeal and the assessment with this student, and I have provided reassessment procedure. appropriate feedback

Signature: ______☐ Student did not attend the feedback session.

Date: ____/_____/_____ Feedback provided on assessment.

Signature: ______

Date: ____/_____/_____

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Purpose of the Assessment The purpose of this assessment is to assess the student in the following learning outcomes: Competent Not Yet Competent (C) (NYC) 1.1 Identify​ ​strategic change needs​ ​through analysis of organisational objectives

1.2 Review existing policies and practices against strategic objectives to identify where changes are required 1.3 Monitor the​ ​external environment​ ​to identify events or trends that impact on the achievement of organisational objectives 1.4 Identify​ ​major operational change requirements​ ​due to performance gaps, business opportunities or threats, or management decisions 1.5 Review & prioritise change requirements/opportunities with​ ​relevant managers

1.6 Consult stakeholders, specialists and experts to assist in the identification of major change requirements and opportunities 2.1 Undertake cost-benefit analysis for high priority change requirements and opportunities 2.2 Undertake​ ​risk analysis and apply problem solving and innovation skills to identify​ ​barriers to change and agree and record mitigation strategies 2.3 Develop​ ​change management project plan

2.4 Obtain​ ​approvals​ ​from relevant authorities to confirm the change management process

2.5 Assign resources​ ​to the project and agree reporting protocols with relevant managers 3.1 Develop communication or education plan, in consultation with relevant groups and individuals, to promote the benefits of the change to the organisation and to minimise loss 3.2 Arrange and manage activities to deliver the communication or education plans to relevant groups and individuals 3.3 Consult with relevant groups and individuals for input into the change process

3.4 Identify & respond to barriers to change according to risk management plans

3.5 Action​ ​interventions and activities​ ​set out in project plan according to project timetable 3.6 Activate strategies for embedding the change

3.7 Conduct regular evaluation and review and modify project plan where appropriate to achieve change program objectives

Assessment/evidence gathering conditions

Each assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A student can only achieve competence when all assessment components listed under “Purpose of the assessment” section are recorded as competent. Your trainer will give you feedback after the completion of each assessment​. ​A student who is assessed as NYC (Not Yet Competent) is eligible for re-assessment.

Resources required for this Assessment

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● Computer with relevant software applications and access to internet

● Weekly eLearning notes and resources relevant to the tasks/questions

Instructions for Students

Please read the following instructions carefully

● This assessment has to be completed ☒ In class and ☒ At home

● The assessment is to be completed according to the instructions given by your assessor.

● Feedback on each task will be provided to enable you to determine how your work could be improved. You will be provided with feedback on your work within two weeks of the assessment due date. All other feedback will be provided by the end of the term.

● Should you not answer the questions correctly, you will be given feedback on the results and your gaps in knowledge. You will be given another opportunity to demonstrate your knowledge and skills to be deemed competent for this unit of competency.

● If you are not sure about any aspects of this assessment, please ask for clarification from assessor.

● Please refer to the College re-assessment for more information (​Student Handbook​).

ASSESSMENT BRIEF Note: The organisational details used in this assessment have been mostly sourced (and to some extent paraphrased) from the organisation’s website and other relevant external sources. The information used here is solely for educational purposes.

This assessment comprises both the ​project plan report and presentation ​as a summative assessment. You are required to prepare a change management project plan and perform a presentation to communicate and educate the change management plan. To complete this assessment, you are required to follow the reporting structure as provided to complete the change management plan (PART A) and communicate using a presentation of your plan (PART B).

PART A – CHANGE MANAGEMENT PROJECT PLAN– 80%

Using the ​Change Management Project Plan ​template provided in this assessment, develop a change management plan for ± An enterprise of your choice (within Australia), or ± Use the simulated organisational context of Australia (Fast Retailing Group).

To demonstrate competency will be working towards facilitating a change management within the simulated organisation or the program management you are involved in. To lead and mange change you will be required to analyse and interpret organisational change information, prioritise opportunities

Organisational Change, Assessment No.1 Page 4 v2.0, Last updated on 05/03/2019 by MM T-1.8.1 for changes, develop a change management project plan, develop strategies to communicate or educate the changes, get approvals from relevant authority, implement the plan, and eventually review and evaluate the change management project plan to achieve the organisational objectives for this change.

PART B – PRESENTATION & COMMUNICATION OF CHANGE MANAGEMENT PROJECT PLAN – 20% In PART B, you are required to prepare a presentation and then communicate and consult with relevant stakeholders to get feedback and advice on the organisational change management plan that you developed considering all the opportunities, threats, impacts, issues, problems, risks and barriers. ● Your presentation will be a PowerPoint presentation of 15-20 slides using the critical elements of the presentation structure. You may not use more than 20 slides. ● Include a list of reference or sources that you may have used to prepare the presentation. ● Marking weights for the presentation is within the marking criteria table for PART B. ● You are also required to attach the presentation slides at the end of the plan as APPENDIX 1.

SIMULATED CASE ORGANISATION ​(If not using a program from the organisation of your choice) Note: Information about the organisation has been sourced mainly from the organisation’s website and also other relevant internet sources.

UNIQLO (owned by Fast Retailing) is a Japanese fashion retail brand and organisation that started from one store in Hiroshima, Japan in 1984 and has grown to more than 1300 stores in 15 countries. This includes stores and branches throughout Asia, London, USA and Europe, our life-enhancing apparel has been embraced and loved by all. The company has been a wholly owned subsidiary of UNIQLO Australia Pty Ltd was formed in December 2012. Fast Retailing Co. Ltd. In Australia, ​ ​For more UNIQLO Australia Pty Ltd information on UNIQLO Worldwide, ​ and the operations, please visit the organisation’s website at https://www.uniqlo.com​ ​.

Organisational mission statement and core values ​(sourced) UNIQLO’s Mission Statement states “we consistently provide fashionable, high quality, basic casual clothes that anyone can wear anytime anywhere – and always at the lowest possible market prices.' And it's certainly a mission UNIQLO has rigorously stuck to. Anyone who's browsed one of the brand's stores or wears its clothing will attest its excellent quality relative to its affordability. Innovation flows throughout the company, from the advanced technicality of its fabrics to the lean, flat, open way the business is organised. Even more impressive perhaps is UNIQLO’s relentless commitment to protecting the planet and securing a sustainable future, not only for itself, but for the whole world.”

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The organisation’s core values can be found at http://dwl.gov-online.go.jp/video/cao/dl/public_html/gov/pdf/hlj/20141001/08-09.pdf

History and Origins ​(sourced) Since March 1949, a Yamaguchi-based company, Ogori Shōji (which, until then, had been operating men's clothing shops called "Men's Shop OS") existed in Ube, Yamaguchi. In May 1984, they opened a unisex casual wear store in Fukuro-machi, Naka-ku, Hiroshima under the name "Unique Clothing Warehouse". Initially, from the contraction of "unique clothing", the brand was going to register under "uni-clo".

However, in 1988, during administration work between Hong Kong in relation to the brand, staff in charge of registration misread the "C" as "Q", and that is how the brand name was born. From then, Tadashi Yanai changed the store name to "UNIQLO" across Japan. In September 1991, the name of the company was changed from "Ogori Shōji" to "Fast Retailing", and by April 1994, there were over 100 UNIQLO stores operating throughout Japan.

International operations

(Sourced from ​https://www.fastretailing.com/eng/group/shoplist/​) As of 30 November 2018, the company reported in their Fast Retailing website that 1920 UNIQLO stores were in operation worldwide. Further details on the organisation’s international operations are briefly highlighted in the table below. Country UNIQLO’s International Operational Details

Australia UNIQLO opened its first Australian store in Melbourne in 2014. In 2015, it expanded into Queensland, with the introduction of two stores in Brisbane. UNIQLO opened a store in Chadstone Shopping Centre in Melbourne, Victoria, the largest shopping centre in the southern hemisphere, in October 2016 when it was redeveloped. There are currently 14 stores in Australia.

Bangladesh UNIQLO started their first store at the New Elephant road in Dhaka, Bangladesh, on 5 July 2013. UNIQLO is known as Grameen UNIQLO there due to their social business concept JV with Grameen Bank. There are currently 15 stores in Dhaka.

Belgium The first Belgian UNIQLO store opened in October 2015 at Meir, Antwerp. A second store followed suit at the Wijnegem Shopping Center on March 25 in the same year. 19 October 2017 saw the opening of a third store in Brussels. Organisational Change, Assessment No.1 Page 6 v2.0, Last updated on 05/03/2019 by MM T-1.8.1

Canada UNIQLO opened their first Canadian store at the Eaton Centre in September 2016, followed by a second store at the in October 2016. Measuring at 28,000 and 24,000 square feet, both stores are five times the size of the Muji store that opened in Toronto in 2014. Three new stores in opened in 2018 at , CF Markville and Square One Shopping Centre. Two new stores will open in 2019 at Centre in Oshawa and in Newmarket, bringing the total amount of stores in Ontario to 7. A third Canadian store, the first outside of Ontario and the first in Western Canada, opened at Burnaby's Metropolis at Metrotown in October 2017 to be followed by Surrey's Guildford Town Centre and Richmond Centre in Richmond, BC. A new store opened at Coquitlam Centre in Coquitlam, BC in 2018. There will also be a new store opening in Edmonton's West Edmonton Mall in 2018.

China UNIQLO entered the Chinese mainland market in 2002. As of August 2017, there were 555 stores in China, including in Beijing, Guangzhou, Chongqing, Chengdu, Nanjing, Ningbo, Shanghai, Shenzhen, Shijia, Tianjin and Xi'an.

In May 2011, the magazine Shukan Bunshun published a story alleging that UNIQLO had forced employees at its stores and factories in China to work long hours for little pay. In response, UNIQLO unsuccessfully sued the weekly's publisher, Bungeishunjū, for ¥220 million for libel.

Hong Kong UNIQLO has 27 stores in Hong Kong SAR as of May 2018

France On 17 November 2014, UNIQLO opened its first store in Eastern France (and the second store in France outside Greater Paris) in the city of Strasbourg.

Germany Their German flagship store opened on 11 April 2014 at Tauentzienstraße, Berlin.

Malaysia In fall of 2010, UNIQLO opened its first store in Malaysia in Fahrenheit 88 located in Bukit Bintang, Kuala Lumpur. UNIQLO now has 47 outlets located across Malaysia.

Netherlands The first Dutch UNIQLO store was opened in Amsterdam in 2018. The official opening was marred by protests against UNIQLO's unethical business practices in their factory in Jakarta, Indonesia.

Philippines UNIQLO Philippines COO Katsumi Kubota said that the company is opening at least 200 outlets in the country by 2020, when he was interviewed at the SM City Clark during the third anniversary of the global retail brand. It started with five branches

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three years ago and now has 27 stores. UNIQLO has 56 stores in the Philippines as of December 2018. The Philippine flagship store of UNIQLO, located in Glorietta 5, opened on 5 October 2018.

Russia On April 2nd 2010, UNIQLO opened its first store in Moscow, Russia. By July 2017 there were 19 UNIQLO outlets in the country, 15 of them in Moscow.

Singapore In April 2009, UNIQLO opened its first store at Tampines 1. Its first flagship store in Singapore and Southeast Asia opened 7 years later on 2 September 2016 at Orchard Central. As of 2017, UNIQLO has 25 stores located island wide.

South In November 2011, UNIQLO generated more than 2 billion won ($1.7 million) in one Korea day's sales on November 11 when it opened Asia's largest flagship store in central Seoul. The sales figure was the highest ever set by a fashion outlet in Korea. UNIQLO sales over 1.2 billion USD with 150 shops in South Korea. Lotte owns 49% of UNIQLO's Korean subsidiary.

Taiwan UNIQLO has 67 store fronts in Taiwan as of June 2018.

Thailand In September 2011, UNIQLO opened its first store at CentralWorld. Its largest flagship store in Thailand and Southeast Asia. UNIQLO has 46 store fronts in Thailand as of January 2019.

Spain UNIQLO began operations in Spain in 2016 with its on-line store and in September 2017 opened its flagship store in Barcelona (Passeig de Gràcia). Nowadays, it also owns a second store in Barcelona.

United UNIQLO currently has 11 stores in England as of 2018. Ambitious expansion plans in Kingdom the early 2000s were reversed, with 16 stores being closed in 2003, including those in Manchester, Coventry, and Leicester.

United In November 2006, UNIQLO opened its first store in the SoHo fashion district of States Manhattan, New York City. New fashion designers joined the store's team to boost and rebirth fashion concepts catering to the US market. As part of Fast Retailing's 2020 plan the company has stated that it plans to generate $10 billion in annual sales in the United States from 200 stores, which will lead to a location in every major U.S. city. This goal was stated when the company's only U.S. presence was its handful of stores in the New York City area, soon after the company began an expansion in the United States.

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In October 2015, UNIQLO opened its first store in the Midwest with a Chicago store on Michigan Avenue.

UNIQLO Business Model

(Sourced from ​https://www.fastretailing.com/eng/group/strategy/uniqlobusiness.html​) UNIQLO is able to produce such an amazing number of unique products because their business model unifies the entire clothes-making process--from planning and design through production, distribution, and retail. UNIQLO's market share is expanding worldwide as it develops radical new materials together with the world's best fabric technology innovators and creates basic designs using superior natural materials. UNIQLO LifeWear is high-quality, innovative clothing that is universal in design and comfort. It is made for everyone, everywhere. UNIQLO leverages today's increasingly digital world to communicate directly with customers and quickly transform their desires into actual products.

Research & Design (Designers/Pattern makers) - UNIQLO's R&D centres continually research the latest in new materials and global fashions. One year before a product's intended launch, the R&D department holds a concept meeting with representatives from the merchandising, marketing, and materials development teams to determine the right design concept for each season. Designers then

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Merchandising - Merchandisers play a vital role in the product creation process, from design through production. Merchandisers communicate closely with all departments before determining the planning, designs, materials, and marketing required for each season. Deciding product line-ups and production volumes throughout the year is another important part of the merchandiser's role. Many UNIQLO products are manufactured in huge batches of approximately one million items each. Merchandisers also closely monitor sales levels and decide whether to increase or reduce production during a season.

Development and Procurement of Materials - UNIQLO can secure stable, high-volume supplies of top-quality materials at a low cost by negotiating directly with materials manufacturers and placing large-volume orders. The materials used for core items are particularly important. UNIQLO’s in-depth research and experimentation generates multi-layered improvements in the functionality, feel, silhouette, and texture of our clothes. For example, they work closely with the denim industry's reputed Kaihara Corporation to source denim to specific spinning standards and dyeing specifications. They also partner with Toray Industries, a world-leading synthetic fibre manufacturer, to create innovative high-function materials and products such as HEATTECH.

Production Network - UNIQLO does not own any factories. They outsource all production to partner factories in China and other countries. They have built relationships of strong trust with partner factories over many years, and hold annual conventions to promote dialogue with factory managers. They also monitor working conditions and environmental protection at textile manufacturers and major fabric suppliers, and help factories implement improvements as needed. Maintaining a win-win relationship with partner factories ensures the production of high-quality products. As UNIQLO expands globally, the company has formed business relationships with partner factories not only in China, but also in countries such as Vietnam, Bangladesh, and Indonesia.

Production Department - UNIQLO has about 450 production team staff and textile takumi (skilled artisans) in Shanghai, Ho Chi Minh City, Dhaka, Jakarta, Istanbul, and Bangalore. Production teams visit partner factories weekly to resolve production quality or management issues. For quality improvements, customer concerns are communicated to the production department.

UNIQLO Takumi Team - "By offering instruction on dyeing technology at UNIQLO's partner factories, the company encourages workers to embrace a new production management philosophy and improve the factories they work in.

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