BSBMGT615: Developing Organisational Development Strategies

This assignment, focused on BSBMGT615: Contribute to Organisational Development, addresses various aspects of organizational development within the context of a fitness group, Y Fit. The assignment begins with an analysis of Y Fit's strategic plan, identifying a key strategic goal and the organization's development needs, followed by an identification of difficulties the company faces, such as marketing challenges and absenteeism, alongside the roles involved in developing development strategies. The assignment then explores employee surveys, feedback strategies, team development activities, and conflict management techniques within the organization. It also delves into communication methods, conflict resolution, and the use of compromising resolution. The assessment further includes a survey and evaluation of a leadership program and the importance of regular meetings and individual feedback during the OD process. The student analyzes and provides solutions to each of the questions asked in the assignment brief.

BSBMGT615 Contribute to Organisational Development
Trainer Raj Kowal
Student Lemo
TASK 1 FORMATIVE ASSESSMENT
Q1: Read the below case study and answer following questions
As part of the company’s strategic plan, the Y Fit Fitness group aims to grow its personal
fitness client base by 100 percent over the next 12 months. The company currently has ten
fitness centres. It is owned by a team of investors has one CEO and a manager at each centre.
Over all it has 50 fulltime staff and 60 part time staff. The number of fulltime and part time
fitness trainers at each centre varies, depending on how each centre is set up and level of
demand for personal fitness trainers. The culture also varies from center to center and is
largely dependent on each center managers’ areas of expertise, interests, values and skills.

The fitness centers that provide the highest level of personal training have a greater number
of full-time staffs. They also place strong importance on their client relationships and
promote and market the advantages and benefits of personal training whenever possible.
However, there has not been great emphasis on marketing or promoting personal training
across the company. At the higher performing centers, there is also less absenteeism.
A, analyze the above strategic plan of Y Fit fitness group and write one strategic goal
that directly affects organizations development needs.
One strategic goal of Y Fit Fitness group is improving the overall customer
experience by enhancing the level of customer satisfaction in all their centers. The
organization aims at placing a strong focus on increasing the relationship with customers
through strong promotional training and marketing of their services to the public. To increase
the overall organization performance, Y Fit Fitness group has ensured that there are enough
employees in all centers to ensure that clients always have enough trainers at their service.
B, identify key difficulties the company is facing. Write a short introduction and itemize
the problems and the impact of each problem taking into consideration if any
realignment is required.
The company is facing difficulties in marketing its products and promoting personal
training. Absenteeism is still a great challenge in low performing centers. Lack of marketing
means that the degree of public awareness of the products offered by the company is low.
This possesses the risk of the company to have low sales as in the comparison of the
competitors. Lack of promoting personal training hinders career development and possess the
company in danger of losing skilled employees. Furthermore, high absenteeism is
experienced in low performing centers because of poor leadership and management of staff.

C, identify key roles who should be involved in developing development strategies and
objectives. Prepare a responsibility matrix using this template. Keeping the ARCI
initialism in mind, use the letter A (approving) R (reviewing) C (creating) and I(input)
to identify how you think responsibilities should be allocated:
role engagement Team
performance
communication Senior
manager
development
Organizational
Development
manager
I, R C, R I A
Chief Executive
Officer
A, R R I A
Personal Fitness
Trainers
I, C I C I
Branch
Managers
I, C, R C, R R, I A
D, determine who should be involved in consultation and identify the key roles
including those who should be involved in creating development strategies and
objectives.
Before any major strategies are implemented in the organization, the chief executive
officer should always be consulted. All managers in all branches should ensure that they
report development strategies to the organization development manager who then presents
the strategies to the chief executive officer for consultation through his input, review and
approval. Minor issues which do not affect the whole organization could always be approved

by the branch managers, while critical strategies for development involving the whole
organization need the chief officer’s consultation for approval. To create critical development
strategies for the organization, meetings for the top managers should be arranged to strategize
on key issues affecting the development of the organization.
Q2. You are the organisation development manager in an organisation that has recently
conducted an employee survey for the first time as a part of the organization
development plan
Answers
You and your team have collated and analyzed the result
List two strategies you could use to provide feedback regarding survey results to staff.
One-on-one and anonymous strategy
Group or Collaborative strategy
Describe how to maximize participation and support from managers and explain why it
is important?
I will maximize the participation by providing redeemable points or airtime to employees
who participate in the survey. By Using 3 x 3 matrix strategy I will get enough support from
managers as they will be participants during the evaluation process.
What are the pros and cons of each strategy? Complete this table with your answers.
strategy pros cons
One-on-one feedback and
Anonymous feedback
(hiding identity)
- Giving feedback
without displaying
the participant
- The strategy might
be biased toward
employees who need

identity motivates
employees to provide
honesty results of
what they know next
time the survey is
conducted.
- Feedback is focused
on performance but
not personality
- One on one makes
the feedback not
influential in case of
negative feedback
to be recognized
Group feedback - Giving feedback to a
group helps in
learning how
different employees
are behaving
regarding feedback.
- Employees can
collaboratively resist
the outcomes
Q3. Provide three examples of how staff can be involved in team development and
training activities? To test solution to team problems, what tools or techniques would
you use and why would you use them?

Involving employees in training and development strategies is critical for the success
of any organization. Organizations can, therefore, use several methods for the involvement of
employees. For example, managers can seek staff input in regards to their view on the
prevailing issues. Staff input is important as they are directly affected and can therefore offer
meaningful and important views for the situation. Another example is whereby employees
can be engaged in team building activities which can be effective and fun in improving
teamwork and identifying the employees’ weaknesses and strengths. Managers can therefore
select the best team building activities which meet their training objectives. Furthermore,
managers can delegate duties to the staff which is important as it exposes staff to new roles
and responsibilities which improves their skills in various fields. Techniques which can be
used in testing the solutions to team problems include getting feedback from the employees
and through participation and articulating vision as they provide clear perspectives directly
from the team.
Q4. Scenario
Read the below scenario and complete the task that follows:
Write later
Q5. Outline at least 2 methods to ensure effective communication and consultation in
your development program.
Open meetings
Emails and other advanced technologies
Q6. Identify a conflict situation in your organisation or an organisation familiar to you.

A, identify what technique or strategy you could employ to manage conflict within your
development team. Explain your choice
Collaborating or win-win techniques – The strategy will manage conflict with
development team by encouraging both conflicting members by collaborating with both
members in order to find a win-win solution for the problem. Furthermore, the technique will
identify underlying opponents concerns and find alternatives that satisfy each party’s
concerns (Stolfo et al., 2010).
B, what would you do to assist both parties to acknowledge and respect each other’s
differences?
I will create a conducive atmosphere and working environment that suits every party.
Furthermore, I will encourage teamwork spirit, closely supervise the parties and encourage
both parties to focus on performance but not personalities.
C, how could you help them reach an agreement?
I will help them reach an agreement by coming up with alternatives ways of solving
their problem and further sharing with both parties the feedbacks of their concerns and
encourage mutual respect in the workplace.
Q7. To manage conflict between individuals and groups to achieve agreement, when
would you apply compromising resolution?
When resolving disagreements in mediation and negotiation processes, applying
compromise is common. Although an agreement may not be met, underlying organizational
and interpersonal conflict may not always be solved by compromising resolution.
Compromising may generate a material or functional solution although it may be challenging
to solve issues of behaviour and emotion typically brought about by disagreements. As a

result, groups and individuals may continuously harbor other dissatisfaction or ill feelings
that may resurface if the involved parties continue contacting each other.
Q8. You are the organisation development manager in an organisation that has been
implementing a range of activities for the first phase of the development program.
These have been implemented according the OD plan and is in alignment with the
organisational strategic plan. Before you begin implementing the phase 2 organisation
development activities, you would like department mangers to assist you with assessing
the level of engagement with the OD activities across the organisation. Each department
manager has number of supervisors reporting to them. You want the feedback to
provide both qualitative and quantitive date on what’s working well and to explore any
areas that have been missed or need corrective action.
A, what actions would you take to enlist support of department managers?
I will forward my objectives and goals to accomplish when I implement phase 2.
Furthermore, I will also consider sharing all milestones I have covered during phase one and
achievements for the managers to see the essence of supporting the activity.
B, what methods could you use to survey staff? Conduct a survey to identify any loss of
support for organization development programs and activities.
Survey methods include telephone surveys, face-to-face surveys and mail or web surveys.
Survey
Please complete the survey and return it to me by 2/11/2018
How often do you
interact with me
Rarely Sometimes Very often Other
(please indicate)
Did organization display rarely sometimes Very often Other

any consideration to
employees
(please indicate)
Are employees involved
in organizational
development activities
rarely sometimes Very often Other
(please indicate)
Q9. The team responsible for implementing the organization development plan is not
meeting their target and each week they are further behind. You have called a special
meeting of the team to discuss the risks and to try and reach agreement on how targets
can be achieved.
What are the benefits of having regular meetings and individual feedback during the
OD process? Prepare meeting agenda, highlighting the purpose and expected out comes.
Getting individual feedback and having regular meetings ensures that the process of
organization development is actually monitored. Therefore, it gives the organizational
manager an opportunity to review the effectiveness of implemented strategies to see if they
are actually working. When organizational managers review development processes, changes
can be made if need be. It is also easy to identify discrepancies and act accordingly.
Meeting Agenda
Meeting Agenda
Agenda for the meeting of the Skylux Organization Development Committee which
will be held on 14th December, 2018 in the company’s meeting hall at 2pm.

Attendees:
Mr. Paul Scott – chairman, organizational development manager
Mr. Bond Daniel – member, company deputy branch manager
Mr. Isaac Gary – member, finance manager
Mrs. Rose Daniels – member, procurement manager
Mrs. Lucy Atkins – secretary, company secretary
Absent:
Mr. Jason Michael – member, reception manager
Agenda
Preliminaries
Review of the minutes of the previous meeting
Formulation of Strategic Goals
Risk of low customer service – highest degree of etiquette by employees when dealing with
customers
Risk of lengthy registration process – service should be very quick and minimized
Troubleshooting common problems – empowering supervisors to solve simple issues
Closure: The meeting will end at 4.pm
Q10. Read the below case study and answer the questions that follows.

The Y FIT Fitness centre has conducted a three-day leadership program for its 10
fitness center managers. The focus on the training was:
 To create alignment with new strategic objectives: to grow personal
fitness training by 100% in the next 12 months.
 To build skills in leading change and coaching for change
Prepare an evaluation process to identify what direct and indirect effects this leadership
program has had on the new strategic objectives.
The evaluation programme that is suitable for the Y FIT Fitness center is outcome evaluation
that determines whether the programme produces the changes it intends. The Evaluation
process has four stages starting with an assessment of the impacts of each programme,
analyzing data from population group, choices of evaluation designs and a selection of group
comparison.
Evaluation process
Evaluation stages Outcomes/impacts
An assessment of the impacts of each
program component
Determinants of a satisfactory level of
leadership programme to the members
Data from a population Describing the behavior and interest of
members from the available data of
participant of the leadership program
evaluation designs The phase includes assessing change
among individuals before and after the
leadership programme.
Evaluation of comparison group The stage includes determining whether the

programme will be improved over time even
if it had not experienced the intervention.
The more similar the two groups are, the
more confident the program will contribute
to any detected changes.
Q11. Senior managers are a driving force for change and have a critical role in ensuring
the success of a development program. List 4 ways that managers can help drive a
successful development program. Describe why this kind of support is beneficial and list
3 appropriate resources.
a. Dealing with the short time of development needs and learning
b. Igniting the passion of other managers to coach their team
c. Teaching their team on how to own the organizational development.
d. Building trust in the leadership of the organization.
For business leaders, making the right investments in development and learning
programs is critical although challenging for them. Therefore, support from the senior
managers is critical since they can pass on their insights, skills and knowledge through
coaching and mentoring (Cummings & Worley, 2014). In addition, the kind of support
ensures that senior managers assist organizations in rethinking how organizational
development happens from just a simple activity happening once-in-a-while to a
consistent campaign (Brown & Harvey, 2011).
Q12. (a)what technique or strategy would you apply to evaluate the effectiveness of your
development processes? Why should you consider opportunity cost in your evaluation
of the program?