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In this task you will be required to identify the need for strategic and operational change.
In this activity you will be required to undertake a series of analyses to develop your change management strategy.
In this activity you will be required to develop communication and education plans to support your change management strategy. In addition, you will be required to implement at least one aspect of the change management strategy and plan the process for evaluation and review.
For example, this may involve:
(If you are conducting this activity in the classroom, your fellow learners and trainer could represent people impacted by the change)
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Organisational change management refers to transitioning people and processes to address a deficiency in the organisation or take advantage of a newly discovered opportunity (Hayes, 2014). Bounce Fitness has identified some areas of the organisation that need to be changed so that it can make better use of available resources. The change will involve disrupting staff and their work. For this reason, it is important that the change process is managed to minimise resistance from staff and other stakeholders. Managing the change will also ensure that the process ends successfully; that is, within the allocated budget and time. Managing the change will also ensure that the objectives of the change process are realised to a high degree. This plan outlines how the areas of the organisation that will undergo the change, how the change will be initiated, managed and evaluated for effectiveness. This plan has identified two areas of the organisation that will undergo the proposed changes.
After reviewing the organisation’s structure, mission and present situation, the following areas of the organisation have a need for change.
Customer relationships and technology are the top priority needs for change. Services in Bounce Fitness have lately been receiving an increasing number of lower ratings. Pursuant to our objectives of providing high quality, fitness services and ensuring customer satisfaction, we believe that this area needs some changes. We have also a gap in technology where our competitors may be overtaking us if we do not integrate our services by employing new technologies. Therefore, the organisation’s technology systems will also get a change.
From the management meeting, the following stakeholders were identified as likely to be affected by the changes and will need to be managed. It was agreed that changes will be made in the areas of customer relationships and technology.
ObjectivesTasksSuccess criteriaTime frameAdopt new service framework based on technology infrastructureIntegrate services through the Information Management SystemAll the organisation’s services can be accessed through the same platform6 monthsImprove customer experience
Cost benefit analysis: Customer relationship change
|Increased burden on staff to remember customer names and needs||Reduced time to serve a customer; more customers can be served|
|Additional staff to increase the ratio of staff to customers||Increased customer satisfaction|
Cost benefit analysis: Technology change
|$2,500 development fee||$300 monthly saving from integrated services|
|Increased cost of routine staff training||Faster service delivery|
|Increased cost of system maintenance||Reduced operation costs in the long term|
|More efficient marketing (cheaper marketing) based on concrete data|
|Improved customer service|
|Improved information assurance|
Risk analysis: Customer relationship change
|Staff resistance||Some interventions will fail||Involve staff when planning for the changes|
Risk analysis: Technology change
|Staff/ customers being unable to use it||No objective will be met,
An organisation may incur losses
|Involve stakeholders during planning, Consider their usability requirements|
Objectives of the change process
Expected outcomes of the process
|Printed communication material||300|
|Service integration into the information management system||2,500|
|Publicity (including change documentation)||500|
|Week1||Review organisation’s strategy, policy, environment, opportunities|
|Week2||Identify change requirements|
|Week2||Develop a change plan|
|Week3 – Week 27||Implement customer relationship interventions|
|Week4 – Week 28||Implement technology interventions|
|Week 29||Evaluate change against performance indicators|
Reporting protocol: Individuals will report to their team leaders who will report to the human resource manager. Reporting will be done individually by each person assigned to a role. Feedback may be relayed directly from a team leader (who will be the manager in a particular section) to a team member. Feedback from the human resource manager to individual team members will be communicated through their leaders.
All the affected stakeholders will need to be educated on the changes implemented for the changes to achieve maximum results. The following table shows the stakeholders affected and the education needs of each of them.
|Fitness trainers||Need to be aware of new customer handling protocols/ procedures/ objectives|
|Marketers||Need to understand the new customer-centric marketing approach|
|Customer service staff||Need to be aware of new plan to achieve the decided level of customer satisfaction|
|Customers||Need to be aware of the changes to the information system services to be able to utilise it as it was intended|
|Managers||Need to understand the overall objectives of the changes to provide strategic direction to the teams in their departments|
Goals of the communication: To ensure all involved stakeholders are not affected negatively by the changes. Also to ensure that those involved in actualising the changes understand the specific roles they are required to play.
The risk of not communicating the plan: People involved with actuating different elements of the change program may not understand what is required of them (Quinn et al., 2012). Thus, the change will fail. Also, stakeholders who do not understand the change may increase resistance to the proposed changes and cause frustrations of those who are trying to actuate different components of the change program.
Below is the communication plan that will be used to facilitate communications during the change process.
|Communication||Recipients/ respondents||Method/ channel|
|The new customer handling protocols||Fitness trainers, all managers||Documented procedure (customer interaction handbook), meeting with recipients|
|The new customer-centric marketing approach||Marketing team, all managers||Documented approach, meeting with recipients|
|Proposed customer satisfaction improvement objectives||Customer service staff, marketing team, all managers||Documented approach, meeting with recipients|
|Changes made to the information system||All staff, all managers, customers||Company website, handbook, meeting with relevant stakeholders, email communication to customers|
|Overall objectives of the change program||All managers||Meeting with recipients|
|Feedback||Customers, all staff||Surveys|
|Issues arising from the change (i.e. Technical/non-technical support)||Customers, staff, managers||Email to relevant|
As it is seen from the plan, some communications in the form of feedback and support are expected and will be addressed in the manner shown above. These communications will come during and after the changes have been implemented, such as during monitoring and evaluation.
Sample communication materials
Intervention: Knowing customers by name and needs
Embedding the changes entails integrating them into the organisation’s culture. We will use the following guidelines to ensure that the changes stick.
After implementing the changes, they will be monitored and evaluated for the purpose of their improvement. The process of monitoring and evaluation will entail periodically comparing the progress of an intervention against its performance indicator (). The performance indicators will be derived from the objectives of the changes that were set during the initial stages. The process of modifying the change plan will follow the results of monitoring and evaluation. If an intervention matches up with its performance indicator, it will need no modification. If an interventions fail behind its performance indicator, the case will be investigated and a modification proposed evaluated and implemented.
The two areas of Bounce Fitness’ operations have been identified and earmarked for change are customer relationships and technology. Customer relationship was selected after discovering that customer ratings for services were declining. Technology was chosen because of the opportunity that lies in the integration of services. Communications that will be needed throughout the change process have been identified and planned for. There is also a plan for monitoring, evaluating and modifying interventions as may be found necessary. Al in all, this change management plan has all the components needed to actualise the proposed changes in the organisation.
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