Determining Organisation Development Needs and Objectives

This assignment requires the student to consult with relevant groups and individuals to profile an organization's culture and readiness for organizational development, identify key roles, collect and analyze data on areas of business experiencing problems or needing realignment, determine objectives and strategies, and develop a plan for organizational development. The plan should consider change management techniques, communication/education plans, team development and training activities, conflict resolution, and ongoing evaluation and modification.

Part 1 – Develop organization development plan
1. Discuss in consultation with Bounce Fitness’ stakeholders on its readiness for
organizational development to support its business objectives.
Bounce Fitness Management Meeting
1.1 Meeting activity Organizational development plan
Date
Venue
Attendance CEO Margaret House
General
Managers
Marketing Kath Jones
Finance Steve Brinkley
Human
Resources Laura Irish
Centre
Managers
Cairns Paul Thomas
Brisbane Ellie Tolle
Sydney Jacinta Scotts
Melbourne John Hyatt
Assistant
Centre
Managers
Cairns Sally Stowe
Brisbane Hans Jane
Sydney Martin Saunders
Melbourne Colin McRae
Management Consultant <Student’s Name>
Accounts Meredith Watkin
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Administration Marion Stevens
Executive Assistant Thomas Harwood
Absence with
apologies N/A
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1.2 Message agenda
(what is the
purpose of this
meeting)
The purpose of this meeting is to chalk out a business
development plan for Bounce Fitness with proposal of
expansion in Perth by next two years. Moreover this meeting
will emphasize on certain complex issues like enhancement of
ROI through extended services in specified fields of
operations, better customer management by retention of old
customers with more emphasis on customer relationship
management and providing excellence of service to the
customers by better infrastructural facilities, enhanced level of
staff training and the strategic move for initiating licensing or
franchising in next five years.
1.3 Analyze information/ data based on Fitness Australia has published a report
that may have a probable business alignment impact on Bounce Fitness and
relate the discussions that include both qualitative and quantitative aspects
1.3.
1
Key
Observation # 1
(based from
Fitness Industry
Report 2016)
As per data from Commbank signals published in Fitness
Australia, spending pattern of Australian had reached $ 2.23
Billion last year in the segment of fitness, health and beauty
categories. It is also observed that total spend in this segment
has increased while the average spend is decreased. The trend
for fitness has grown to the level of 58% over last four years
and this trend is in upward mode so far new membership in
gyms is concerned. (Australia, 2016)
1.3.
2
Key
Observation # 2
(based from
Fitness Industry
Report 2016)
Fierce competitive market position reduced the spend of the
fitness lovers as the average spend per person is decreased by
12% while the overall usage of gym and fitness club is
increased. (Australia, 2016)
1.3.
3
Key
Observation # 3
Most popular month for using gym is August while the lean
season prevails in January as the Australians prefer to spend
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(based from
Fitness Industry
Report 2016)
time in gym in winter and love to be at outdoor for fitness in
summer. (Australia, 2016)
1.3.
4
Key
Observation # 4
(based from
Fitness Industry
Report 2016)
Human resource related issues are observed in the
following areas:
 Available working hours;
 Level of professional qualifications in this field;
 Respective job roles and expectations of the
professionals;
 Compensations and future prospect in the career;
 Supply chain of professionals in this segment;
 Demand of this service in respect of population.
(Economics, 2016)
1.3.
5
Key
Observation # 5
(based from
Fitness Industry
Report 2016)
Future trend for Fitness industry in Australia:
Social- Ageing population, trend of increasing unhealthy
population, the economy through accessories.
Technology- High tech training equipments and high level tech
support through ICT. (Australia, 2016)
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1.4 The ADKAR model of change is a pragmatic method to aid organizations
for effective change management. Discuss how Bounce Fitness would be
able to use this model as building blocks for successful organizational
development.
1.4.
1
Awareness of
the need to
change
This awareness drives the organization to feel the need of
change of the business practices with necessary changes in
operations and strategic management of the organization.
This awareness is required in the level of internal
stakeholders in the form of management who are
instrumental to implement such changes for the better future
of the company. (Innovation, 2017)
1.4.
2
Desire to
support and
participate in
the change
The awareness drives the internal stakeholders to express
their desire to support and participate in the change process
of the organization. As it is a strategic plan, all level of
stakeholders should have sincere desire to take part in the
change process to ensure better future and proving
sustainability of the business in the industry. This desire can
be instrumental to find out the innovative ideas which can
make this change process successful for the organization.
(Innovation, 2017)
1.4.
3
Knowledge of
how to change
Knowledge is the key resource to enact changes as desired
level. Knowledge may be transmitted through sharing via
training for the required level of knowledge base to ensure
proper changes. The stakeholders, who can identify the
nature of changes, can only be driven by the need of
changes. In case of the company, knowledge may be
identified through proper training of technical and practical
add-ons to enable the stakeholders perform their duties to
enable changes. (Innovation, 2017)
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1.4.
4
Ability to
implement the
change
Ability to implement changes is governed by adaptation for
required knowledge base with practical application of the
same in the job area. For this organization, the development
plan can only be successful when the individuals are able to
apply their enhanced knowledge base through their
professional acumen. (Innovation, 2017)
1.4.
5
Reinforcement
to sustain
change
Reinforcement measures to sustain desired changes for
Bounce Fitness is to ensure specific strategies for the
stakeholders to ensure performance to accomplish objective
of proposed change. (Innovation, 2017)
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1.5 What are Bounce Fitness’ objectives that need to be addressed to determine organization development needs and objectives
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Bounce
Fitness’
Strategic
Plans
(based
from case
materials)
OD priorities
Analysis
(what are the key importance and how would you prioritize its situational analysis) Critical success factors
(what are the initiatives
that can provide support
the company’s HR efforts,
i.e. costs and time)
Problems/ issues or the
need for realignment
(what are the current
concerns faced by Bounce
Fitness)
Organizational
performance requirements
(the rationale for this
strategic objective)
Choice of Human Resource
Strategic direction
(choose the appropriate HR
strategic direction from
Table 1 on page5)
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1.5.
1
Staff
developme
nt
(People)
Immediate scope for change
 Availability of
Efficient human
resource
 Availability of
modern equipment
 Technical
knowledge
 Adaptability of
knowledge for
human resources
 To train existing
human resources
through knowledge
sharing and
technical training
 To look for
graduates in this
segment to empower
human resource base
 Continuous training
process to ensure
sustainability to
ensure maintenance
of desired change
 Consideration of
workforce
demographic for best
results
 Hiring highly able
staffs for the
company
 Promote in-house
work culture for
professional
deliverables by the
staffs
 To derive the ROI
with inflated level
of investment in
HR
 To ensure retention
of staffs with
recognition of their
efforts
 Time factors is to
be considered for
profitability factor
 Enhanced costs are
to be justified to
justify proposed
changes
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1.5.
2
Improving
facilities &
operations
(People,
Structure,
Processes)
Immediate scope for change
 To combat
competition, price of
service is to be
justified for the
customers
 Service excellence is
to be ensured
through professional
approach and
introduction of latest
technological add-
ons for the
customers
 Derivation of
financial ratios to be
done for projected
change to justify the
proposed change
 Service excellence
to the best level can
ensure best results
for this proposed
change
 Good training and
sharing of knowledge
base for the staffs can
ensure the success of
this change
 Retention of right
candidate and
recognition of their
effort through perfect
appraisal system can
ensure sustainability
of this change
 Training costs
is to be
considered as
investment for
the company
 Projected
income
statement has
to justify the
proposed
change in
respect of
profit and
sustainability
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1.5.
3
Customer
Relationsh
ip
Manageme
nt
(People,
Technology
)
Immediate scope for change
 Effort to make loyal
customer base
 Retention of existing
customers
 Enhancement of
present customer
base
 Effective marketing
strategies through
print and electronic
media
 More aggressive in
social media
 Make certain
marketing strategies
to attract and retain
customers
 Insistence of
personalized service
for the customers
 Marketing strategies
to identify the target
audience and reach
them through
different media
 Make them aware of
their cot of money
related to the service
offered to them
 Projection of
marketing
costs to be
determined in
practical basis
 Social media
can be the best
media to attract
target audience
through
minimal cost
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1.5.
4
Expanding
to Perth
(Structure)
Eventual scope for change
 New entry to Perth
 Awareness of the
market potential
 Identification of
target audience
 Strategy to attract
and retain the
customers at Perth
by justifying cost of
money to the
customers
 Identification of
proper location for
the centre
 Mass advertisement
in the print,
electronic and social
media
 Make market survey
on the basis of
demographic
statistics of Perth to
identify target
audience
 Professional market
research group is
required
 Marketing team is to
be deployed for
finding the proper
scope of this effort
 Local human
resource is to be
found for deployment
as technical staff
 Initial
marketing
research will
cost good
amount to
determine the
ROI of this
venture
 Budget for new
HR is to be
made to ensure
sustainability
by overcoming
the
competition
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1.5.
5
Franchisin
g/
licensing
(Structure)
Eventual scope for change
 To find out proper
franchisee with
sound technical and
business knowledge
 Licensing terms and
conditions are to be
fixed keeping in
mind mutual interest
of both company and
franchisee
 Sound legal
knowledge about
business law to
ensure safe process
towards licensing
 Identification of
right candidate can
be done through
proper verification
of site and
interviewing of
staffs of franchisees.
 Intellectual property
is to be safeguarded
for the company
 Legal cell is to be
active to ensure
proper agreement
between the company
and franchisee
 Training and
knowledge sharing is
to be ensured through
company personnel
equipped with
professional
knowledge
 Financials are
to be
prioritized with
the proposed
revenue and
profit to be
identified for
this purpose
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2.0 Identify internal and external stakeholders, their role in the process, and any issues or concerns they have to profile the organization’s
culture and readiness for organizational development.
Stakeholder Engagement Plan
Key message to
communicate
Stakeholder
name
Key
interests
or stake
in the
change
and
degree of
impact
(H, M or
L)
Level of
engagemen
t over the
organizatio
nal
developme
nt
(inform,
involve,
consult,
collaborate)
Present
attitude
to the
change
(in favor,
neutral
or
opposed?
)
Expectations and
concerns
(briefly describe what
they expect and are
concern with)
Engagement
strategies
(what needs to be done
to support staff)
Follow-up
(who)
Date
(when
will this
be
complete
d?)
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2.1 Margaret
House
(CEO)
H Inform,
consult and
collaborate
In favor Optimistic about the
change, risk management
is to be ensured
Recognition, leadership
and sharing
information
Self After five
years
2.2 Kath
Jones
(Marketi
ng)
H
Involve,
consult and
collaborate
In favor Do Support by showing
direction
CEO Do
2.3 Steve
Brinkley
(Finance)
M
Inform and
consult
neutral Do Sharing financial
information with
guidance
CEO Do
2.4 Laura
Irish
(Human
Resource
s)
M
Involve,
consult and
collaborate
In favor Optimistic, concerned
with availability of right
HR
Engaged in
appointment, retention
and recognition system
of the staffs
CEO Do
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2.5
Centre Managers
Paul
Thomas
(Cairns)
M
Involve,
consult and
collaborate
In favor Optimistic, concerned
with execution process
of the change
Engaged in supervision
of daily operation with
different reporting to
the sectional heads
CEO, HR,
Finance and
Marketing
N/A
2.6 Ellie
Tolle
(Brisban
e)
M
Involve,
consult and
collaborate
In favor Optimistic, concerned
with execution process
of the change
Engaged in supervision
of daily operation with
different reporting to
the sectional heads
CEO, HR,
Finance and
Marketing
N/A
2.7 Jacinta
Scotts
(Sydney)
M
Involve,
consult and
collaborate
In favor Optimistic, concerned
with execution process
of the change
Engaged in supervision
of daily operation with
different reporting to
the sectional heads
CEO, HR,
Finance and
Marketing
N/A
2.8 John
Hyatt
(
Melbour
ne)
M
Involve,
consult and
collaborate
In favor Optimistic, concerned
with execution process
of the change
Engaged in supervision
of daily operation with
different reporting to
the sectional heads
CEO, HR,
Finance and
Marketing
N/A
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2.9
Assistant Managers
Sally
Stowe
(Cairns)
M
Inform and
collaborate
In favor Optimistic, concerned
with execution process
of the change
Engaged in supervision
of daily operation with
different reporting to
the centre manager
Centre Manager N/A
2.1
0
Hans
Jane
(Brisban
e)
M
Inform and
collaborate
In favor Optimistic, concerned
with execution process
of the change
Engaged in supervision
of daily operation with
different reporting to
the centre manager
Centre Manager N/A
2.1
1
Martin
Saunders
(Sydney)
M
Inform and
collaborate
neutral Neither optimistic or
pessimistic
Engaged in daily
operation with reporting
to centre manager and
assistant manager
Centre Manager,
Assistant
manager
N/A
2.1
2
Colin
McRae
(Melbour
ne)
M
Inform and
collaborate
neutral Neither optimistic or
pessimistic
Engaged in daily
operation with reporting
to centre manager and
assistant manager
Centre Manager,
Assistant
manager
N/A
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2.1
3 Meredith
Watkin
L Inform and
collaborate
neutral Neither optimistic or
pessimistic, concerned
with job security
Engaged in daily
operation with reporting
to centre manager and
assistant manager
Centre Manager,
Assistant
manager
N/A
2.1
4 Marion
Stevens
L Inform and
collaborate
neutral Neither optimistic or
pessimistic, concerned
with job security
Engaged in daily
operation with reporting
to centre manager and
assistant manager
Centre Manager,
Assistant
manager
N/A
2.1
5 Thomas
Harwood
L Inform and
collaborate
neutral Neither optimistic or
pessimistic, concerned
with job security
Engaged in daily
operation with reporting
to centre manager and
assistant manager
Centre Manager,
Assistant
manager
N/A
2.1
6 Management
consultant
H Involve,
inform and
consult
In favor Optimistic as this is a
brain child of him and
success of this project
can prove his worth
Engaged in fixation of
strategies towards
proposed changes with
consideration of all
aspects
CEO, Finance,
Marketing and
HR
After five
years
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3.0 Provide a set organizational development directions for Bounce Fitness to adopt to achieve the desired workplace outcomes to be
implement into the organizational development plan.
Strategic Directions for Bounce Fitness Organizational Development
OD Purpose To provide a working brief for the Company’s strategic objectives on staff development
Immediate Scope
Areas
From(current practice) To(improvement and efficiency) OD intervention strategy(type of
training support)
3.1
People development
(People)
Routine jobs Enhanced level of deliverance Team building, encouragement of
leadership and effective
communication system
3.2
Improving facilities &
operations
(People, Structure,
Processes)
Standard set up Enhanced level of deliverance to
prove state-of-the-art standard as
per industry level
Enhanced training and knowledge
sharing for people; introduction of
modern technology with modern
facilities for structure and
implementation of latest
technologies for processes.
3.3 Customer Relationship
Management
Standard Finding of target audience Creation of loyal customer base by
reaching the target audience
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(People, Technology)
Reach them through electronic,
print and social media
Ensuring them best possible service
with implementation of latest
technical knowledge
Eventual Scope Areas Expected performance(required
achievement)
Resources needed(supporting
initiatives needed)
OD intervention strategy(type of
training support)
3.4 Expanding to Perth
(Structure)
Identification of target audience Marketing research considering
demographic factor
Raise awareness of the target
audience through media and attend
the target audience
3.5 Franchising/ licensing
(Structure)
Selection of proper stakeholders Legal and technical back up for
sound set up
Market research for identification of
right stakeholders through own
team
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4.0 Develop an education plans for Bounce Fitness to achieve communication objectives to support organizational development needs
which includes an approach to problem-solving and developmental activities
Education Plan for Bounce Fitness’ Organizational Development Plan
What Who How When
OD Action
(types of programs)
KPIs
(expected results)
Progress/ plans Costs
Intended
for which
group of
employee
s
Monitor/
Inform/
Satisfy/
Manage
Date Review
4.1
People
Leadership By setting example Enhancement of
supervisors’ ability
through technical
knowledge
enhancement
Training costs supervisor
s
Practical
execution
15 days After 30
days
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Development
4.2 Teamwork Team building
Identification of
team members with
bonding
No significant
costs workforce
Tested
through
regular
work
process
Continu
ous
process
regular
4.3
Improving facilities and operations
Operational
excellence
Through technical
knowledge with
successful
implementation
Introduction of new
machinery
Capital
expenditure
HR-
technical
Success
proved
through
proper
appraisal
Continu
ous
process
regular
4,4 Maintenance Maintenance of
machineries
Annual
maintenance
contract with
service provider
Annual cost HR-
technical
Ensure
proper
functioning
Time to
time
supervis
ion
regular
4.5
Customer
CRM system Identification of target
audience and reach
them
Through
advertisement in
social/print
/electronic media
Annual cost Marketing
team
By
marketing
head
Regular
process
regular
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relationship
management
4.6
Building
customer
relations and
experience
Encourage customers
to give feed back
through social media
Own website with
access by
customers through
login id
Annual cost Marketing
team
By
marketing
head
Regular
process regular
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Part 2 - Implement organization development activities
5.0 Discuss and identify the process consultation to maximize participation in the organization development process.
Demonstration/ observation checklist
5.1
Candidate’s name
Assessor’s name
Work activity Process Consultation for Bounce Fitness’ organizational development plan
Date
5.1
Brief summary of
significant changes to
current practice
5.1.
1
Changes in HR practice with selection, retention and recognition.
5.1.
2
Changes in technical knowledge sharing through introduction of new machineries and respective
training
5.1.
3
Proposed plan for expansion in Perth by next two years and introducing franchisee or licensing mode to
expand business
5.2 Scope of organizational
change and
5.2.
1
Incremental Change and Development Select
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development (To improve effectiveness, efficiency and continuous improvement aligned to current
critical success factors and strategic focus by staying on the course, increase performance
to achieve business results)
one
Continuo
us
improve
ment
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5.2.
2
Transitional Change and Development of Organizational alignment
(To enhance adaptability and alignment of the organization to changing environments,
strategic directions and business goals)
Adaptabi
lity for
accompli
shment
of
business
goals
5.2.
3
Transformational Change and Development
(Cultural transformation within an adaptive, emergent paradigm – designed to evolve and
embed the values, attitudes and beliefs (VABs) of your organization within your structures,
systems, processes, decisions and behaviors to support your long term business
strategies).
Adaptive
attitude
Process Checklist Yes Pendi
ng No Comments Activities Date
5.3
Initial
Understanding our partner and client 
y
  Continuous process Regular meeting with
stakeholders
Monthly
meeting
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contact & dialogue
Listening and
adhering to the
stakeholders
As confirmed by the
stakeholders
Though of the
process
Building a trusting relationship    Continuous process Process
yet to start
Listening to the issues presented by the
partner

y  
Regular regular
Helping to identify and clarify the need for
change

y  
To ensure sustainability Next 10
days
Examining our own role and leverage  

y
Not yet done After 3
months
5.4
Identifying needs &
Identifying desired outcomes    In the process Parameter not yet
fixed
Process is on
After 4
months
Determining who should do what    Job clarity identification
process is on
By next 1
month
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formulating an agreement
Started the process
To assess the issues
In the final stage
Developing a joint strategy including a
timeframe

y  
To ensure desired
changes
Regular
process
Assessing organizational development
issues    In the process Continuou
s process
Finalizing the contract   
In the process By next 1
month
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Process Checklist(cont.) Yes Pendi
ng No Comments Activities Date
5.5
Implementing consultation & adapting the
consultation strategy
Holding consultation management
meetings with our partners to assess
progress and targets
  
Regular meetings
convened
Regular assessment
made
Extract of monthly
meeting with
outcome
Done as per need
In the process
Monthly
meeting
Guiding feedback back into the
consultancy

   Through Monthly
meeting
regular
Revising and adapting action 
   As per advise When
required
Taking successful action    Will be decided As per
need
5.6
Evaluation of the
Listening to our partner’s feedback    Started the process Monthly meeting
Monthly meeting
regular
Reflecting on our joint work    Initiate the action of joint
meeting
regular
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impact and learning
for the future
In the queue process
Identifying and integrating lessons learned
and best practices for the future.   

Not yet done By next
3 month
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Process Checklist(cont.) Yes Pendi
ng No Comments Activities Date
5.7
Engagement closure & follow-up
Designing continuity supports 
   With collaborative effort
of the team
As per the outcome
of observations
Legal and technical
modalities are
considered
As per need
As per need
regular
Promoting and handing over to local
ownership   
Franchisee model is
under trial
By five
years
time
Follow-up activities (where appropriate)    Not started regularly regular
Providing ad hoc advice 
   Whenever required regular
Prepared by
5.8
Consultant
(Student)Name :
Consultant
(Student)Signature: Date:
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Management Approval
Status Approved Pending Not approved
5.9
CEO (Trainer) Name :
CEO (Trainer)
Signature: Date:
6.0 Devise a team development and training activities by providing collaborative approaches to problem solving and development.
Team Development Plan for Bounce Fitness
Areas What is it about
Training program
(propose type of training
program to be
implemented)
Performance Deliverables Training activities
Resolving issues faced Expected KPIs
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6.
1
Have a common purpose and goal
 Create and/or
review the
team's charter.
 Discuss why
the team exists.
 Allow each
team member
to express
commitment.
 Create mottoes,
symbols,
awards, or
posters that
portray the
team as one
unit.
 Use the
common
purpose to
prioritize team
 Enhanced level of
training program
with latest technical
knowledge
 Existence of team is
to serve the clients
with their
knowledge
 Commitment is
towards profession
and organization
 United we serve-
the motto
 Sustainability of
Bounce Fitness
 To overcome lack
of knowledge
 Team work
 Professional
teamwork
 Conflict of opinion
is not prioritized
 Sustainability of
the company is
above all
 Ensure
deliverance to the
clients with
excellence
 For common
interest of
individual and
organization
 Commitment to
clients and
organization
 To ensure team
effort
 Team work to
cover anybody’s
weakness
 Technical
training and
knowledge
sharing
 Team building
 Execution of
knowledge
 Training of team
work
33 | P a g e

6.
2
Trust each other
 Be honest.
 Work to
eliminate
conflicts of
interests.
 Avoid talking
behind each
other's back.
 Trust
teammates
(you must trust
them before
they will trust
you).
 Give team
members the
benefit of the
doubt.
 Ethical practice
 Joint teamwork
 Open session
 Regular
communication
 Trust brings team
bonding
 No shortcut
method
 Prevailing of
common interest
 Good teamwork
prevails team
bonding
 Perfect work
deliverance
 Ensure teamwork
to prosper with
company
 Understand
mission
statement of
Bounce Fitness
 Seminar on
teamwork and
leadership
34 | P a g e

6.
3
Clarify roles
 Review team
members' roles
frequently.
 Relate team
member
expectations to
the team's
overall
purpose.
 Clarify
responsibilities
when action
planning.
 Learn what
others do on
the team.
 Figure out
ways to help
each other.
 By team supervisor
 Individual and team
objectives are to be
correlated
 Delegation of
authority
 Clear distinction of
individual and team
duties
 Learn other’s jobs
for exigency
 No scope of
confusion between
team members
 Avoid conflict of
interest
 No overlapping
 Understand
collective effort
with estimated
result
 No stoppage of
deliverance
 Ensure team
effort
 To ensure
teamwork
successfully
 Smooth
functioning
 Proper execution
of job
 Smooth
functioning of the
company
 Training through
leadership
 Make team
members
understand the
need of
teamwork
 Training on
delegated work
for individual
and team
 Knowledge
sharing in
practical manner
 Collective
training
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6.
4
Communicate openly and effectively
 Err on the side
of over
communicating
.
 Seek to
understand all
angles.
 Take
responsibility
for being heard
and
understood.
 Work to clear
up
misunderstandi
ngs quickly and
accurately.
 Reinforce and
recognize team
member
Transparent
Communication process
Regular communication
Encouragement of patience
Open discussion
Through appraisal
Avoidance of
miscommunication
Friendly atmosphere
Generating good
teamwork
Mitigation of confusion
Mitigation of Unsatisfied
members
Mitigate
miscommunication
Helps to ensure better
team bonding
Ensure perfect team
deliverance
Ensure better team
formation
Good bunch of human
resources
Understand the need of
communication
Team workshop
Good communication
skill
Enhanced
communication skill
Transparent mode of
appraisal system
36 | P a g e

6.
5
 Remember
that
reasonable
people can
and do differ
with each
other.
 Try to learn as
much as you
can from
others.
 Evaluate a
new idea
based on its
merits.
 Avoid
remarks that
draw negative
attention to a
person's
unique
Diversity should be
handled with care and
patience. People of
different ethnicity and
culture can have their own
belief and style of work,
but ultimately the
deliverables matter.
Training program for
handling diversity is to be
taught to the supervisors.
Issue created from
diversity is mainly raised
from different belief and
thought as per ethnicity
and culture. It is mostly
found that there are
conflict of opinions found
between the stakeholders
of different ethnicity and
culture.
To harmonize the
stakeholders for a
common objective
ensuring deliverables.
Supervisors need
training for
coordination and
collaboration amongst
the stakeholders of
diverse origin to make
them able to understand
the objective for
deliverables as coveted
from them.
37 | P a g e

6.
6
 Regularly
review and
evaluate the
effectiveness
of team
meetings.
 Hold team
celebrations
for achieving
results.
 Praise
individual
effort.
 Design
individual
performance
goals that
emphasize
both results
and teamwork.
 Assign certain
To balance team effort
training program is
required to appraise the
performance of the team
and individual on regular
basis as per common
objective set for the team
and individual. Appraisal
system should be
transparent and well
understood by the
appraising authority and for
the appraised personnel.
This process can mitigate
confusion amongst the
team members in order to
get best possible
deliverables from the
team.
To make everybody
understand their
accomplishment vis-à-vis
their objective. Overall
transparency prevails in
the scenario to get best
possible result for the
company.
Uniform Appraisal
System is to be
implemented with the
scope of evaluation and
subsequent recognition
for the individual and
the team.
38 | P a g e

39 | P a g e

7.0 Advise on a conflict management strategy approach to support individuals and/or groups to achieve consensus or agreement
Demonstration/ observation checklist
7.1
Candidate’s name
Assessor’s name
Work activity Process Consultation for Bounce Fitness’ organizational development plan
Date
Conflict Management Strategy Plan for Bounce Fitness
Organizati
onal
Developme
nt
Objectives
Concerns/ Issues
(current problems)
Conflict Management Strategy Options(select one
appropriate strategy )
Resolution
(type of activity to
resolve issue)
Follow-up
(Who will
be
responsibl
e)
Accommo
dating Avoiding Collabora
ting
Competin
g
Compro
mising
(Cooperat
es to a
high
degree
which may
work
(Attempts
to resolve
conflict
by
avoiding
issue and
(Creating
partnershi
ps to
achieve
goals and
to seek a
(This is a
win-lose
approach
by seeking
assertiven
ess to
(This is a
lose-lose
scenario
where
neither
party
40 | P a g e

against
goals,
objectives
and
desired
outcomes)
does not
provide
reaching
the
intended
goal)
win-win
situation)
achieve
goals
without
seeking
cooperatio
n of
others)
really
achieves
the
intended
goal)
7.2
People
developme
nt
(People)
Different styles of work
behavior between
managers and assistant
managers
    
Ensure coordination
between senior and
assistant managers
so far work style is
concerned.
Senior
managers
41 | P a g e

7.2
People
developme
nt
(People)
Cont.
Lack of group cohesion
due to poor
communication between
departments
    
Flow of transparent
communication to
be ensured from top
to bottom.
All
stakeholde
rs
Lack of mutual
agreement due to
resistance to change,
hence, difficulty to
resolve problems of
trainers not willing to
receive training support
    
Assertiveness is
required to ignore
the reluctant
attitude with
forcible application
of training to ensure
accomplishment of
objectives.
Training
manager
7.3 Improving
facilities &
operations
No established set of
rules in policies and
procedures resulting
issues on standardization
and each center is run
one their own way
     The situation
demands
standardized format
of operations
management for the
organization
Operation
s head
42 | P a g e

(People,
Structure,
Processes)
Scarce resources in terms
of equipment needed
causing trainers to have
misunderstanding with
one another
    
Resolution is to
ensure availability
of scarce resource
to all trainers by
routine.
Training
Head
No one wants to be held
accountable for helping
up in up keeping the
center as they feel
management should be
the one
    
As none owns up
the responsibility,
the centre is in
mess.
Center
Manager
7.4
Customer
Relationsh
ip
Manageme
nt
(People,
Technology
)
Skills deficits in terms of
doing the task
competently but is not
open to adopt a new
method to handle
customer database
    
Lack of proper
training of
customer data
handling for
marketing team.
Marketing
head
43 | P a g e

7.4
Customer
Relationsh
ip
Manageme
nt
(People,
Technology
)
Cont.
Understaffed due to
delayed decision-making
by manager who claims
she is overworked
    
Such lame excuse
cannot suffice the
accomplishment of
company objective
Centre
Manager
Lack of information or
misunderstanding
between team members
    
Miscommunication
due to improper
flow of information
causes damage to
centre operation
Centre
manager
Prepared by
7.5
Consultant
(Student)Name :
Consultant
(Student)Signature: Date:
Management Approval
Status Approved Pending Not approved
44 | P a g e

7.6
CEO (Trainer) Name :
CEO (Trainer)
Signature: Date:
45 | P a g e

8.0 Discuss briefly the various intervention strategies that assist to improve
productivity, performance or behaviors through a series of structured individual
and team activities and propose four (4) OD Intervention Strategies to Bounce
Fitness
Type of intervention
strategy Purpose of intervention strategy Tick 4
only
8.1
Interpersonal interventions Coaching and
counseling Required for better level of deliverance 
Sensitivity
training Required for critical level of excellence 
Process
consultation Required for betterment of process management 
8.2
Group interventions
Group
diagnostic
meetings
To have a cohesive team 
Team building Required for accomplishment of macro objective 
Role analysis/
role
clarification
For proper delegation of authority for right person 
8.3
Intergroup interventions Brainstormin
g For future strategy fixation 
Quality circles To ensure best possible outcome 
Re-
engineering For better future outcome 
46 | P a g e

9.0 Describe how the organization will monitor, evaluate and modify ideas with brainstorming, nominal group technique or other
creative idea generating models to ensure the best ideas for problem solving.
i. Select at least two options as intervention strategies to achieve the desired performance outcomes.
ii. Submit your proposal to your trainer (who would represent senior management of the organization) and obtain an approval for
it to be implemented.
Demonstration/observation checklist
9.1
Candidate’s name
Assessor’s name
Work activity Organization Development (OD) Intervention Strategies
Date
In Part 2, Question 5 of your assessment, you were asked to elaborate on four (4) Intervention strategies. Please select two (2) strategies
you believe are best suited for you to proceed with for Bounce Fitness. Complete the form below and discuss with your manager (trainer)
to seek approval.
47 | P a g e

Intervention 1
(select two (2)
from Q8)
Description
(purpose of intervention
strategy)
Cost
(opportunity costs)
Benefits
(opportunity gains)
Justifications
(Why do you feel this is the
best option to proceed with?)
9.2 Coaching and
counseling
To enable team members
with latest technical
knowledge to serve target
audience better
Opportunity costs are related
to the cost of training and
counseling
Opportunity gains are those
gains which can make the
company better placed in
competitive world to dictate the
market through expertise
service.
Enhanced level of knowledge
with technical know-how
always place on the top of the
competitors so far revenue
and profit is concerned.
Intervention 2 Description Why do you feel this is the best option to proceed with?
9.3
Team building
To have a strong team
ensuring teamwork to
accomplish company
objective with excellence
Opportunity costs are
minimal as this intervention
only requires involvement of
team leader with his team
Opportunity gains are found to
perform with best level of
activities by the organization
through profound teamwork
A good team can prove its
worth when it is needed
through excellence in
deliverables. Work cannot be
sopped as other will take
charge of the work of team
and ultimate deliverable is
ensured.
48 | P a g e

Prepared by
9.4
Consultant
(Student)Name :
Consultant
(Student)Signature: Date:
Management Approval
Status Approved Pending Not approved
9.5
CEO (Trainer) Name :
CEO (Trainer)
Signature: Date:
49 | P a g e

Part 3 - Maintain organization development program
10.0 Discuss and obtain approval from senior management on how the use of
survey are able to support the organization in terms of measuring and
understanding the impact of a given organizational development programs or
activities
Types of
surveys to
measure
employee
engagement
Purpose of the survey
(objective of this type of
survey)
Area of
evaluation
(what aspects of
measurement)
Rationale
(Justify choice)
10.
1
Employee
Satisfaction
Survey
To find out the level of
employee satisfaction
Job satisfaction,
compensation
satisfaction,
recognition, work
ambience and
retention.
To ensure strong
team building
10.
2
Organization
Culture
Survey
To assess the company
accomplishment as per
mission statement ,
vision, objective and
values
To ensure ethical
work culture with
focus on company
objective to
accomplish the
same
To ensure proper
evaluation of
organizational
culture
10.
3
Employee
Engagement
Survey
To appraise the
employees so far their
deliverance is concerned
Objective vs.
achievement
To find out the
best bunch of
performers and
recognize them
with awards
10. Implementing Process Tasks
50 | P a g e

4
the employee
survey at
Bounce
Fitness
Ste
p 1 Conduct the survey Sample of employees from each
centre and department
Ste
p 2
Measure and identify
areas of
improvements
Assessment with respect to their
objectives and accomplishment
with areas of improvement
identified as per the proposed
change.
Ste
p 3
Focus on key
components that
drive Bounce
Fitness’s employee
engagement
Fixation of objective
Monitoring of achievement
Identification of high medium and
low achievement-employee-wise
Ste
p 4
Ensure managers are
playing their role 4
in engaging their
employees
Four roles of managers for
engaging employees:
Objective setting
Periodical monitoring of
accomplishment against objective
Find out cause of non achievement
Provide solution for the team and
individual to perform
51 | P a g e

11. Develop a communications plan for Bounce Fitness to ensure maintenance of regular team meetings and individual feedback on the
progress of the organizational development program
Communications Plan for Bounce Fitness
Prepared by: Position: Signature: Date:
Target audience:
(Who do we want to
inform?)
Key messages:
(What do we want to
tell them?)
Communication
methods:
(How are we
going to tell
them?)
Who is
responsible
for doing it?
Deadline:
(By when
does this
need to
happen?)
Date
completed Review Update/s
required
11.
1
Senior
management
To ensure cohesion
between the
departments to
confirm smooth
functioning
Through
monthly meeting
Management
consultant By 30 days
By CEO and
management
consultant
Steps
undertaken to
ensure
requirement
11.
2
Cairns
fitness
To ensure
collaboration between
Through
monthly meeting
Senior
management
Every
month-end
By the management Finding out the
areas of
52 | P a g e

center
centre managers,
assistant managers
and staffs. Regular
communication
through flow of
information between
internal stakeholders
as per demand of the
situation.
concern and
providing
support
through
training and
technological
back-up.
11.
3
Brisbane
fitness
center
11.
4
Sydney
fitness
center
11.
5
Melbourne
fitness
center
Approval  Yes Pending  No
Name: Position: Signature: Date:
53 | P a g e

12.0 Structure an activities and interventions strategy guide for the organization development plan that the organization can use, maintain,
evaluate and modify them as required
Bounce Fitness Activities and Intervention Strategy Guide
Team Development
Areas
(based on the discussion
from Q6)
OD Intervention Strategies Used
(based on what you have discussed
in Part 2, Q5)
Evaluation
Follow-up Date
Outcome
achieved
(Y/N)
Changes
required
(Y/N)
Modification/s
required
(recommendation/s to
improve)
12.
1
Have a common
purpose and goal
To lead the market of health
fitness in Australia
N Y To prove sustainability Operations Head Every
month
end
12.
2 Trust each other To promote team bonding Y N More cohesive approach
within the team
Centre manager regular
54 | P a g e

12.
3 Clarify roles Job classification and delegation
of authority to promote leadership
N Y Specification of
individual and team
objectives to be set
Operations Head Monthl
y
12.
4
Communicate
openly and
effectively
To ensure honor to teamwork and
diversity
Y N More cultural exchange
needed for better results
Centre manager regular
12.
5
Appreciate
diversity
Honor different ethnicity and
culture
Y N Mutual respect of
diverse workforce
Centre Manager When
require
d
12.
6
Balance the team’s
focus
Through retention, recognition and
work culture of the organization
Y N More emphasis to assess
individual and team
performance
CEO annuall
y
Approval  Yes Pending  No
Name: Position: Signature: Date:
55 | P a g e

13.0 Provide a progress report to ensure senior management reinforces organization development program by ongoing messages of support
and appropriate resource allocation
Demonstration/observation checklist
13.
1
Candidate’s name
Assessor’s name
Work activity Organization Development (OD) Intervention Strategies
Date
56 | P a g e

Progress Report on Bounce Fitness’ Organization Development
13.
2 OD program Change of current work system with expansion of operations in future
13.
3 OD report date
13.
4 Summary
The company has plan to emphasize on training of staffs in order to ensure strong hold in fitness market.
Moreover the company wants to expand in Perth by next two years and introduce franchising and licensing in
next five years.
57 | P a g e

Progress of
centers OD Activities
Date
Implemented
No of
employe
es
Funding
approval
Outcomes
achieved Additional comments Follow-up
action plan
From To Yes No
13.
5 Cairns
Training and
knowledge sharing;
Providing latest
equipment
July
01
Septe
mber
30 7
$ 50,000
 
Good teamwork promoted
by centre manager
Revising
target by
November
01
13.
6
Brisba
ne
Providing new
technical HR;
Training to existing HR
with knowledge
sharing
July
01
Septe
mber
30 6
$20,000
  Lacking teamwork
due to absence of
cohesive activities
between centre and
assistant manager
Revising
target by
November
01
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13.
7 Sydney
Introduction of new
equipment and fresh
graduate in health
fitness July
01
Septe
mber
30
7 $60,000  
Satisfactory outcome
through new fixation of
objective and target for the
team
Target
review by
November
30
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13.8 Melbourne Training and
knowledge sharing
July
01
September
30 7 $ 20,000  
Good teamwork promoted
by centre and assistant
manager to ensure
accomplishment of target
with exceeding
performance over budget.
Review of
target by
November
30
13.9 Head
Office
Plan for Perth
opening by next two
years and
introduction of
franchising by next
five years
July
01
December
31 6 $400,000  
Organizational
development program is
running as per plan
Review in
January 01
Prepared by
13.1
0
Consultant (Student)Name :
Consultant
(Student)Signature: Date:
Management Approval
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Status Approved Pending Not approved
13.1
1
CEO (Trainer) Name :
CEO (Trainer) Signature: Date:
61 | P a g e

Conclusion
To sum up, it is found that Bounce fitness is trying to increase its market share
through different organizational development plan for its existing centre with the
proposed expansion plan of new centre in Perth and introduction of franchising
and licensing with the brand name by next five years. The company has made this
plan to make these proposals successful to ensure its share increment in fitness
industry. Fitness Australia also promotes these observations by their periodic data
and information which encourages the company to think so.
14.0 Attendance sign-off for the Organizational Development Management Meeting
Margaret House CEO
Name Position Signature Date
Kath Jones GM - Marketing
Name Position Signature Date
Steve Brinkley GM - Finance
Name Position Signature Date
Laura Irish GM – Human
Resources
Name Position Signature Date
Paul Thomas Cairns Center
Manager
Name Position Signature Date
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Ellie Tolle Brisbane Center
Manager
Name Position Signature Date
Jacinta Scotts Sydney Center
Manager
Name Position Signature Date
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John Hyatt Melbourne
Center Manager
Name Position Signature Date
Sally Stowe Cairns Center
Assistant
Manager
Name Position Signature Date
Hans Jane Sydney Center
Assistant
Manager
Name Position Signature Date
Colin McRae Melbourne
Center Assistant
Manager
Name Position Signature Date
<Student’s Name> Management
Consultant
Name Position Signature Date
Meredith Watkin Accounts
Name Position Signature Date
Marion Stevens Administration
Name Position Signature Date
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Thomas Harwood Executive
Assistant
Name Position Signature Date
Assessment Submission Checklist to be completed by the Trainer/Assessor
Did the student complete and provide evidence for the following: Yes No
1. Provide a discussion and analysis of the case study?  
2. Provide an organizational development plan?  
3. Submit within agreed timeframe?  
Trainer/
Assessor’s
signature:
Date:
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