Lonsdale Fitness: Change Management Plan Project - BSBINN601

This project presents a comprehensive change management plan for Lonsdale Fitness, aiming to align the fitness club with the standards of the Australian Fitness Club (AFC). The plan addresses key objectives such as ensuring trainer qualifications, achieving AFC fellowship, and implementing changes according to the AFC code of conduct. It details project objectives, change principles, estimated costs, and a step-by-step change plan that includes elements like skills development through trainer training, data sharing systems, and hierarchical restructuring. A key focus is on stakeholder analysis, identifying the needs and communication styles of trainers, customers, and shareholders. The project also addresses readiness to change, resistance from trainers, and the importance of change messages. Barriers, such as trainer resistance to training and customer schedule adjustments, are acknowledged and solutions are proposed. The plan outlines a consolidation phase to overcome barriers and a detailed evaluation process to monitor progress and effectiveness. The document concludes with a list of references, providing a robust framework for organizational change management within the fitness industry.

Manage
Organisational Change

Table of Contents
CHANGE MANAGEMENT PLAN TEMPLATE..........................................................................1
Introduction............................................................................................................................1
Project sponsor.......................................................................................................................1
Project objectives....................................................................................................................1
Change objectives and principles...........................................................................................1
Estimated cost and time..........................................................................................................2
Change Plan............................................................................................................................2
Rationale of change................................................................................................................3
Key stakeholder analysis........................................................................................................3
Assessment of Readiness to change.......................................................................................4
Key Change Messages............................................................................................................4
Identify change elements........................................................................................................5
Develop Change Plan.............................................................................................................5
Consolidation..........................................................................................................................5
Evaluation...............................................................................................................................6
REFERENCES................................................................................................................................7

CHANGE MANAGEMENT PLAN TEMPLATE
Introduction
Lonsdale fitness is identified as a fitness club which is required to get registration within Fitness
Australia Club Operator Member. This entity additionally is required to guarantee that all the
coaches pertinent to the company are registered alongside being prepared with all the relevant
degree or recognition that can earn them the tag of mentor. Such composite of principles within
the organisational code needs to be maintained by each fitness care institution so as to get
approval via Australian Fitness Club. The vital objectives set by this organization expresses that
the entity aims at actualizing the adjustments within the company in order to keep up the
normalized implicit rules and stay registered within FACOM. Thus, the change requires this
organisation to make use of change management plan in order to make sure that alterations are
properly executed within the confines of the entity.
Project sponsor
The respective fitness organisation has recruited project manager for building up the arrangement
for introducing change within the entity alongside dealing with the tasks as per change
management plan. The task administrator assumes the obligation, for example, building up the
arrangement alongside the change targets, the procedures to lead those exercises. Further, the
duty of adjusting exercises so that the change can be actualized effectively is also held by project
sponsor.
Project objectives
 To ensure that the recruited trainers meet the basic qualifications as per Fitness Australia
Club.
 To attain fellowship of Australian Fitness Club.
 To ensure changes are introduced in fitness organisation as per code of conduct of AFC.
Change objectives and principles
The progressions occurring in Lonsdale fitness centre assists in rendering legitimate information
to clients in relation to staying healthy. The coaches have access to training facilities in order to
ensure entailment of due customer satisfaction. Trainers get knowledge of qualification criteria
along with the option to indulge in change procedures
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The principles like timeliness, inclusiveness, consultation and so on are applicable for
formulation of strategies in relation to change implementation. The time will be allotted so that
trainers can accomplish their training phase and thereby be eligible for providing services to
customers.
Further, trainers may face ethical challenges like education, certification, and education etc.
within the bounds of Lonsdale. These challenges are address through adoption of code of
conduct whereby trainer gets training and equal wages along with staying facilities.
Estimated cost and time
The predicted cost for change is around $20000.
Change act Cost Time
Training given to trainer $5000 90 days
Execution of data sharing systems $2000 30 days
Attainment of fellowship $7000 3 day
Change Plan
The change plan consists of following elements:-
Abilities: The main component of the adjustment for the situation is the aptitudes. The
conduction of the preparation for the mentors is the adjustment in the association. This change is
introduced so as to build up the abilities of the mentors pertinent to Lonsdale fitness.
Innovation: The new arrangement of data sharing is introduced within the organization for
encouraging the exchange of data amidst the representatives of association and amidst the outlets
of this entity. Sharing of data provides due assistance in building up the simplicity of interaction
abilities in the association.
Positions: As indicated by the capability along with experience, hierarchy is facilitated within
the bounds of the association amidst coaches. This is done for encouraging the administration of
instructional meetings along with time schedules. The coach operating on a more significant
level deals with the group of mentors working under their guidance. It is likewise acknowledged
to be a major change which is actualized over the fitness organisation.
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Rationale of change
A central purpose behind creation of the adjustment on account of Lonsdale fitness is the
accomplishment of fellowship of Australian Fitness Club. For this, the entity has to carry out its
functioning in accordance with the code of practices devised by Australian Fitness Club. The
goal set by this fitness entity is alignment with the standards and this tends to serve as the major
driver for introducing change inside the bounds of the company.
The fundamental barrier that is acknowledged in the change management process is regarded to
be resistance received on the part of undeveloped mentors who have related knowledge however
are not scholastically prepared as per certified degree and/or recognition. For achievement of
fellowship, this serves as the most crucial criterion to establish connection with qualified
mentors. The principle challenge in this relation was that the coaches were opposing to join the
instructional courses directed via the entity. The next challenge in this relation is the opposition
received on the part of clients as customers face difficulty in association with changing their
timetable in accordance with progressions made within procedures of respective fitness
organisation.
Key stakeholder analysis
Stakeholders can be referred to as the individuals who are linked to the organisation in a direct or
indirect manner and are acknowledged to place a significant influence over the operations and
functioning of business. In other terms, any alteration within the corporate procedures tends to
affect the stakeholder groups in an effectual manner. During the change implementation, it
becomes important to take into account the stakeholder needs. Thus, three of the most important
stakeholder groups of Lonsdale Fitness along with their needs, communication style and media
are discussed beneath:-
Stakeholder Needs Communication Style Media
Trainers Mentors require scholarly capability
related to their profession and desire the
executed changes to be in their favour
expects that the progressions ought to be
made for their great as far as culture as
well as aptitudes are concerned.
The style of
correspondence style
put to use for
conveying the
alterations amidst the
coach ought to be
Session as
well as
meeting
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formal just as casual.
Customers The needs of the client are in regards to
the facilities package of fitness centre.
Clients expect the progressions to
improve the satisfaction derived by
them as a result of the services obtained
from the fitness mentors along with the
administration of fitness entity.
The correspondence
style used to convey
the data and made the
conversation with the
client ought to be
casual.
Frequently
Asked
Questions
along with
questionna
ire &
newsletter
Shareholde
rs
Their needs are acknowledged to be
increment in their returns as well as
gains.
Formal kind of
communication style
would be taken into
use
Meeting
Assessment of Readiness to change
Within the bounds of Lonsdale Fitness, some trainers resist themselves from undergoing
trainings. This tends to hinder the procedure of change implementation within the premises of
the firm. Besides this, it is identified that the alterations are smoothly executed until now.
Key Change Messages
 Acceptance of code of practice so that they can provide the best quality services to the
people.
 Adoption of safety measures so that customers would feel safe and secure.
 The employees are to be trained so that they can provide qualitative services.
 Provide education facilities so that they can improve their services.
 Various training sessions for further study helps in improvement of service
Identify change elements
The elements that are acknowledged to be a part of the changes include the skill set as trainers
are provided with trainings to match the standards of AFC. The requirement for introducing
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changes emerges owing to the trainers not holding any academic degree. The next significant
element of the change taking place within the fitness centre is determined to be the transition that
takes place within the administration / hierarchical order along with IS.
Develop Change Plan
Action Who When Performance measure
Training sessions
imparted to the
trainers
Training Manager Beginning of change
implementation
Maintenance of records
along with official
recognition of trainers
Installing data
sharing systems
IT Manager Post the impartment
of training sessions to
the trainers
Stage of data
exchanged
Hierarchical order
of the trainers
Human Resource
Manager
Post training sessions Interview
Achievement of
fellowship
Change Manager At the end of change
management plan
Membership
certificates
Consolidation
There were diverse set of barriers that acted as hindrance in the process of change
implementation. These barriers primarily included the resistance on the part of trainers to
develop training program. Such hindrances were addressed by motivating the trainers to undergo
certified training and providing them with hikes in salary only if they undergo trainings and
resultant, the certification. Yet another crucial barrier noted in the change process was resistance
received on the part of customers which was addressed by presenting the organisation to be an
innovative firm and thereby gaining their attention to be a part of the change process.
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Evaluation
This is the process of ascertaining the progress along with the effectiveness of change
implementation within the confines of the firm. Evaluation can be done by way of techniques
like comparing actual and desired result, maintenance of profit records, observations and so on.
The progress needs to be communicated within all the stakeholder groups by way of making use
of methods like email, meeting, conferences, video calls etc. The results of evaluation process
assist in taking corrective action to address the deviations found in the results.
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REFERENCES
Books and Journals
Lozano, R., Carpenter, A. and Sammalisto, K., 2020. Analysing Organisational Change
Management in Seaports: Stakeholder Perception, Communication, Drivers for, and
Barriers to Sustainability at the Port of Gävle. In European Port Cities in Transition (pp.
205-224). Springer, Cham.
Ratten, V. and Usmanij, P., 2020. Entrepreneurship and Organizational Change: Managing
Innovation and Creative Capabilities. In Entrepreneurship and Organizational
Change (pp. 1-6). Springer, Cham.
Braben, L. and Morris, N., 2020. Organisational change--learning from experience. Loss
Prevention Bulletin, (271).
Evans, T.R., 2020. Improving evidence quality for organisational change management through
open science. Journal of Organizational Change Management.
Waddell, D., Creed, A., Cummings, T.G. and Worley, C.G., 2019. Organisational change:
Development and transformation. Cengage AU.
Lynch, M., 2019. Failure to manage organisational change–a personal perspective. Loss
Prevention Bulletin, 267, p.3.
Rogers, N.M., 2019. Why change? A practitioner's perspective on why and how universities
tackle organisational change (or don't). Perspectives: Policy and Practice in Higher
Education, 23(4), pp.152-157.
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