BSBINN601 Lead and Manage Organisational Change Assessment 1 Case Study

6. Complete a risk analysis, identify barriers to change and agree and document mitigation strategies.

Risk analysis table was used to identify and assess the possible risk that may occurred during implementation of change management. The risk will be rated based on likelihoods of occurring and the vulnerability of the consequences. The risks rating from 1 to 8 are consider low risk, 9 to 13 are consider average and 14 to 20 is high risk.

Mitigation strategy refers to the method of handling risk unacceptable by the management based on risk management analysis. Mitigation strategy aim was to minimise the impact of the risk or reducing the possibilities of occurring during implementation stage(Kossiakoff & Sweet, 2003). Several approaches can be used as mitigation strategy such as monetary incentives, coercive (punishment), promote collaboration through communication and gain understanding through joint discussion with all Bounce Fitness’s staff members.

7. From whom will you seek approval and confirm the change management process?

In order to ensure change management process successfulness, it is necessary to present the implementation plan to all relevant personnel. First of all, the plan required external consultant to review all associate criterion to examine the feasibility of the plan. After gain approval from external consultant, the report will be presented to chief finance officer from finance department to examine the budget practicability. Next, the report will be present to chief executive officer to confirm and approve the implementation. The rationale behind these steps were to ensure the plan is effective and meet all financial commitments.

8. What resources will you need and how will you report to and gain information from relevant managers?

During reporting and information gathering phase, two important criteria need to be taken into account; 1.) All relevant materials associate to changes must be present in the report and 2.) Promote participation and collaboration of manager through mutual understanding and tolerances. Relevant resources include performances analysis stating the progress of all fitness program development, sales data, customer complaint report, interval plan budget report and trainers’ education progress. These resources will be compiled into a major report for all managers, meanwhile during presentation period, a simplified power point presentation will be made so that managers could have quick review of all important data. In order gain feedback from managers, a questionnaire will be given to all managers to fill in the information they experiencing when they executing the plan. Aside that, an information sharing platform will be setup for managers to post and share information. Meanwhile, management may post updated data along implementation period to support managers’ effort in executing development project.

9. Develop a communication plan and discuss how you will consult with relevant groups and individuals. Do not forget that you must report to the Executive as well as communicate widely with Centre staff.

In most cases, organisational change caused uncertainty and anxiousness to all employees (Velasquez & Hussey, 2013). This problem usually resulted from lack of communication between groups and individuals. Therefore keeping discussion focused, relevant and timely with regular meetings through multiple channels and media is important. Regular meetings can be in two form, casual gathering or formal meeting such as daily meeting, lunch activities and monthly meeting. Meanwhile communication channels can be in form of notice board, memos, emails, telecommunications, video conferencing, presentation and management software’s media. Aside that, the communication plan need to include all members associated to the development plan, this include external consultants.

10. Develop your communication/education plan to promote the benefits of the change to the organisation, and to minimise loss, and arrange activities to deliver the communication plan to all relevant groups and individuals.

The communication plan aim to promote benefits of the change and minimise loss through acquiring change information from relevant group and individuals. In order to do so, several meetings method were designed to communicate with different audiences with different messages through appropriate media and channels. Kindly refer to the communication plan as following:

11. How will you consult with relevant groups and individuals for input to the change process after the implementation commences?

Consultation priority was to get continual feedback, evaluation, and possible solution from employees, representatives, committees, managers and individual staffs. Therefore it is highly important to identify the consultation function whether it is for informing, consulting or negotiating. During consultation process, it is necessary to explain the final decisions to the audiences if their views and opinions were not adopted. Meanwhile, give credit and recognition to those who provide information which used and improved a situation; and ensure the discussed issue are relevant to the plan. Aside that, it is highly important to avoid discussing minor issues that may cause grievances. Finally, presenters should always provide feedback to audiences on the development outcome as this may keep all members associated to changes notified and motivated.

12. What barriers to change do you see as possible? Develop a risk management and mitigation plan for each.

In general, low risk threats that are unlikely to occur is less important, mitigation plan for the risk management will focus on moderate and high risk factors only. Therefore, the mitigation plan will list out a series of approaches to anticipate potential problems such as managers’ resistances, management software failure, new fitness program not in demand and unqualified trainers resistance on training participation.

13. In your change management plan, include action plans and activities and the project timetable. You may use a Critical Path Analysis or Gantt chart for this, but may choose to use another method.

Gantt Chart

14. What are your strategies and how will you activate these for embedding the change?

Kotter’s model of change management ideas was widely used in initiating change although it was argued that Kotter’s model lack of rigorous fundamental. Kotter’s model consist 8 steps to instigate change in a stable organisation which is highly applicable for organisation undergo major change process (Appelbaum, Habashy, Malo, & Shafiq, 2012).

• Establish a sense of urgency: At the beginning of change management plan, it is necessary to let employees know that the merger is certain and new code of practice and management will be adopted, creating a need for change. As Kotter (1995, p. 43) stated that people will not change if they did not see the absolute need of changing. This could be achived by registering proffesional trainers who already qualified into the system.
• Creating a guiding coalition: Once employees sense the urgency, it is necessary to establish a clear line of command, preferable with people who had expert knowledge or possess legitimacy power. So that these leaders can lead the employees effectively.
• Develop a vision and strategy: The change management plan should have a clear vision and strategy however it is often very general and vague. Therefore it is necessary for the managers to create a clear objectives for employees to follow, such as what they are expecting the employees to perform and the time-line set out for these objectives (Flamholtz & Kurland, 2006).
• Communicate the change vision: It is highly important for the associate members in the change process to communicate each ideas and problems encountered during the change implementation, so that adjustment can be made on irrational change plan. This is highly important as corporate need to ensure employees’ satisfaction to make the change had employees’ support.
• Empower broad-based action: Aside from communication, change agent should also consider adopting ideas from the employees through empowerment, as they are often the front line personnel who deal with daily tasks (Appelbaum, Habashy, Malo, & Shafiq, 2012). Due to that reason, they possessed in-depth knowledge on the change management plan’s practicality.
• Generate short term win: According to Kotter (1995) it is highly important to recognise employees’ achievement during change implementation phase to keep the change momentum going on. This goal could be achieved by providing feedback and award to employees with outstanding performance that supported the change management plan.
• Consolidate gains and produce more change: Generally, managers often derailed from the full change plan after acquire several minor objectives. Therefore it is highly important for change committee to conduct monthly meeting to present the change performance and progress to the managers; so that the manager can follow up on next change requirements.
• Anchor new approaches in corporate culture: New changes will experience degradation if it was not embed to the organisation culture. Therefore is its extremely important for managers to remind the employees on the benefits derived from the change; to ensure the employees will adjust their behaviour and attitude (Kotter, 1995).

15. How and when will you conduct evaluation and review, and modify your change management project plan to achieve change program objectives?

An effective review and evaluation mechanism is imperative to examine change program objectives achieved and track the change performances (Hernan, 1986). Meanwhile, Hernan (1986) report indicate that monitoring mechanism is highly useful to generate valuable data and information for future planning and modification on change management project Due to that reason, monitoring mechanism need to be setup from change management plan beginning phase. During the beginning stage, development team need to review the draft before finalising making sure it is practical. While in executing stage, a weekly review need to be setup to examine the progression of the plan, while a monthly evaluation will be conducted to examine whether the change implemented meet the requirements of change objectives.

References

Appelbaum, S. H., Habashy, S., Malo, J.-L., & Shafiq, H. (2012). Back to the future: revisiting. Journal of Management Development, 31(8), 764-782. doi:10.1108/02621711211253231

Berry, S. (2016, November 3). Top fitness trends 2017: the digital age and exercise collide. Retrieved June 12, 2017, from The Sydney Morning Herald: http://www.smh.com.au/lifestyle/health-and-wellbeing/fitness/top-fitness-trends-2017-the-digital-age-and-exercise-collide-20161103-gsh75j.html

Culture Code Consulting. (2017). Our Consultant. Retrieved June 11, 2017, from Culture Code Consulting: https://www.culturecodeconsulting.com/?gclid=CjwKEAjw9_jJBRCXycSarr3csWcSJABthk07V35qkphCEtz151ON5nNKlAlGMadW3V3cJZml5-1tuRoChMDw_wcB

Fitness Australia. (2017). Policies & Guidelines. Retrieved June 12, 2017, from Fitness Australia: http://fitness.org.au/articles/category/policies-guidelines/4/20

Flamholtz, E., & Kurland, S. (2006). Making strategic planning work: a case study of countrywide financial. Handbook of Business Strategy, 7(1), 187-193.

Hernan, C. G. (1986). Evaluation of agricultural research in Colombia. Singapore Workshop, (pp. 7-9).

Khan, M. A., & Hashim, M. (2014, April). Organizational Change: Case Study of General. ASEE 2014 Zone I Conference, 3-5.

Kim, T. G., Hornung, S., & Rousseau, D. M. (2011). Change-Supportive Employee Behavior: Antecedents and the Moderating Role of Time. Journal of Management, 37(6), 1664-1693. doi:10.1177/0149206310364243

Kossiakoff, A., & Sweet, W. N. (2003). Systems Engineering Principles and Practice. John Wiley and Sons.

Kotter, J. P. (1995). Leading change: why transformation efforts fail. Harvard Business Review,, March - April, 59-67.

Mersha, T. (1997). TQM implementation in LDCs: driving and restraining forces. International Journal of Operations & Production Management, 17(2), 164-183. doi:10.1108/01443579710158032

Schlossberg, M. (2016, July 24). Instagram fitness stars are creating a new problem. Retrieved June 11, 2017, from Business Insider Australia: https://www.businessinsider.com.au/the-dangers-of-instagram-fitness-2016-7

Southern Cross Education Institute;. (2017). Leading and Managing Change. BSBINN601 Power Point. Adelaide, SA, Australia: Southern Cross Education Institute.

Teixeira, E., & Werther, W. (2013, May / June). Resilience: Continuous renewal of competitive advantages. Business Horizons, 56(3), 333. doi:10.1016/j.bushor.2013.01.009

The Economic Times. (2017). Definition of 'Cost Benefit Analysis'. Retrieved June 12, 2017, from The Economic Times: http://economictimes.indiatimes.com/definition/cost-benefit-analysis

Velasquez, D. L., & Hussey, L. K. (2013). Organizational Culture. In Change Management and Organizational Culture (pp. 121-143). US: American Library Association.

BSBINN601 Lead and Manage Organisational Change

BSBINN601 Lead and manage organisational change Assessment 1

BSBINN601 Lead and Manage Organisational Change Assessment 1 Case Study

BSBINN601 Assignment Answer

BSBINN601 Assessment 3 Implement change management strategy