BSBLDR601 – Lead and manage organisational change

SWOT ANALYSIS
STRENGTHS WEAKNESSES

     The CEO, Jenifer bond is a qualified Some instructors in the team are not
fitness instructor and has vast experience in certified.
running fitness programs herself. Poor customer service results in clients’
24*7 fitness has gyms in almost every major complaints.
city with a Perth gym opening in the
pipeline.

OPPORTUNITIES THREATS

     With better education, people are      Many established gyms franchises in

more health conscious. the saturated market.
The market research reveals opportunities Current health condition with Covid 19
in corporate health program development in lockdowns threatening the gym operations.
major cities where large companies are
located.

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 BSBLDR601 – Lead and manage organisational change

PESTLE ANALYSIS

Date Political Econom Social Technol Legal Environment

ical ogic al
al

          Stable     Despite Due to Use of           Change

 7 democratic Covid 19 current social technology Compliance to energy
may government lockdown, distancing, POS and with saving
2022 with a financial 24*7 fitness modern shutdown equipment
federal assistance can cater to equipment to affects for
election in such as Job only limited assist in the operation sustainability
May 2022 Keeper number of operation and financial and carbon
with the payment help clients at performance emission 
likelihood of keep many each time
government small
change businesses
after 21 going 
June 2022

                     Classes      Serving      Comply      

  Strained Unemployme are moved to a diverse to different Reducing
foreign nt is low and open spaces client base – state waste such as
relationship many in parks/out younger tech- legislations/r single-use
s with a industries are of confined savvy clients egulations plastic bottles
customer, short of areas and older apart from and meeting
China may workers.  clients who federal clients’
impact struggle with legislations demands.
foreign technology. with gyms
trades and operating in
economy different
states.

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 BSBLDR601 – Lead and manage organisational change

STRATEGIC INTERNAL/EXTERNAL AUDIT

Existing Information -

     Strengths – gyms in Cairns, Sydney, Melbourne, and Brisbane Weaknesses – training

instructors’ portfolios and training requirements Opportunity - Clients’ background and data
Threats – implementation of POS and popularity of usage by other gyms

Niche or Specialty

     Strengths – availability of gyms in major cities for mobile clients.

Weaknesses – missing expertise in training specific programs to attract clients or meeting
their demands
Opportunity – the ability to harness information from clients’ backgrounds for marketing
Threats – lack of specialty if other gyms are the same POS system

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 BSBLDR601 – Lead and manage organisational change

Structure

     Main office in Cairns with branches in Melbourne, Sydney, and Brisbane. An outlet in
Perth is being planned.
Organization structure – 24*7 fitness is led by Margaret House who is the founder and CEO.
She is supported by General Managers – Finance, Marketing, and Human Resources.
Each outlet is led by a Centre Manager who is assisted by an Assistant Manager and a team
of personal trainers.

Internal & External Communication Tools

Using the chart below, identify the communication tools used to disseminate messaging and collect
information in the internal (e.g., work teams, colleagues, management) & external (e.g., clients,
suppliers, investors).

Method Internal External

     Emails      Intranet email to      Emails to clients

communicate with and suppliers
staff

     Meetings      Staff face-to-face      Meeting clients at

meetings at the gyms
workplace

     Social media      WhatsApp group      Facebook and

with team WhatsApp to
members promote and
communicate with
clients

     Letters      Only for official      For certain

matters with staff occasions with
clients and suppliers

     Memo      To      NA

inform/update staff

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 BSBLDR601 – Lead and manage organisational change

on a weekly basis

     Telephone      Only urgent      

matters which
require
immediate responses

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 BSBLDR601 – Lead and manage organisational change

Communication Tool Analysis

     There are various communication tools being used in 24*7 fitness internally and
externally. Each of these tools has different purposes for different communication targets.
The tools can be analyzed based on the (1) purpose of communication, (2) need to receive
feedback, (3) effectiveness if (2) is necessary, (4) the speed of response, and (5) cost of
communicating.

Internal Impediments

     Possible internal impediments:

1) Unqualified instructors
2) Reluctance of employees to change and improve
3) Lack of resources to improve such as training funds
4) Lack of space to accommodate more clients for distancing requirements
Unmotivated instructors as 24*7 fitness tend to keep wages expenses low.

External Impediments

     Possible external impediments:

1) Meeting different legislations and regulations in various states
2) Emerging and existing competitors operating 24/7
3) Difficult to cater widespread population in every suburb
4) Mobile Australian population not wanting long term commitment
5) Uncertainty in economic and high unemployment problem

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 BSBLDR601 – Lead and manage organisational change

Research Findings.

     1) Unqualified and unmotivated instructors as 24*7 fitness tend to keep wages expenses low with numerous complaints from clients
2) Reluctance of employees to change and improve as 24*7 fitness do not provide resources to improve such as training funds
3) Many of 24*7 fitness gyms are congested in popular shopping malls resulting in lack of space to accommodate more clients
for distancing requirements
4) 24*7 fitness operates in many states and have to meet different legislations and regulations
5) Current competitors are operating 24/7 using electronic passes and security system without the need of human instructors to
keep cost down
6) Australian suburbs are widespread with low population and mobile Australian not interest in long term commitment training
plans
7) Many clients are reluctant to commit additional expenses due to uncertainty in economy and high unemployment problem.

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 BSBLDR601 – Lead and manage organisational change

CHANGE MANAGEMENT PROJECT PLAN

Learner Name      Balmiki Kumar jha

Workplace/Organisation      24*7 fitness

State/Territory      Western Australia

Date created      28 august

What is the organisational change?      To establish in the new gym in Perth within one years

What are the objectives of the change?      To capture new market

What strategy will be used for the      Identify market potential in Perth suburbs which suit 24*7 fitness current marketing strategy.
change?

Version Date Version Number Comments

           1      NA

                 

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 BSBLDR601 – Lead and manage organisational change

Target Timeframes for Implementation

Change Requirements Personnel Responsible Resources Required
Include specific milestones to achieve per
List change requirements based on priority. Who is to lead this Include where to obtain or access the resource.
timeframe.

i.       Identify suitable target      Jack Harley marketing      Current market research data      January 2023
market/suburbs gm Observation visit

ii.      Identify leases with shopping      Jack Harley marketing      Rental market research Property      February 2023
malls gm agents

iii.      Negotiate premise lease      Robert downy finance      Budget allocation      March 2023
terms GM
i.

ii.      Equipment lease      Robert downy finance      List of equipment and facilities for      May 2023
GM gym

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Areas of Improvement Identify areas of improvement in the policy based on the actual outcomes of the implementation.

i.      Hire only qualified instructors who are fully vaccinated.

ii.      Evaluate the possibility of operating 24/7 for clients who only wish to use gym facilities instead of attending classes.

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 BSBLDR601 – Lead and manage organisational change

RISK REGISTER

Initial Risk Rating

Risk Risk Description Mitigation Strategies
L C R P

     Lockdown      Gyms shutdown or operation                  6      M      May require corrective action through
limitation due to Covid 19 restrictions Moderate Serious the planning and budgeting process

     Wrong target      Clients’ potential in Western                  2      L      May require consideration in any future
market Australia may be different from the Unlikely Minor changes to the work area or processes or can
Eastern States be fixed immediately.

     Local legislations      State legislation and regulations                  2      L      May require consideration in any future
and regulations are different from the Eastern States. Unlikely Minor changes to the work area or processes, or can
be fixed immediately.

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 BSBLDR601 – Lead and manage organisational change

MITIGATION PLAN

Expected Actual Revised Risk Rating

Risk/Barrier to Control Resources Expected
Implementatio Implementation Actual Outcome
Change Measure Required Outcome
n Date Date L C R P

                             All            Only                
Unqualified Acquire Subsidized November instructors November qualified   1   1   2   L
instructors SIS40215 course and 2023 must be 2023 instructors
CERTIFICA time qualified scheduled
TE IV IN
FITNESS

                 Lease            No            No                
Lockdown Negotiate contract Immediate rent and Immediate rent and   1   1   2   L
lease term and payroll wages wages
and apply records expense expense
for during during
Jobkeeper lockdown lockdown

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 BSBLDR601 – Lead and manage organisational change

COMMUNICATION PLAN

Learner Name      Balmiki Kumar jha

Workplace/Organisation      24*7 fitness

State/Territory      Western Australia

Information to be
Affected Communicated Communicatio Actual date of
Personnel Expected Date to Actual
Action Items Stakeholder Include specific n Method to Frequency Implementatio
Responsible Outcome Occur Outcome
s details on what you be Used n
will communicate.

     Perth                  Lease      Emails,            Perth June     July 2023     Perth
Centre Senior Margaret agreements, staff phone, and Weekly Centre 2023     Centre
managers House recruitment, and face-to-face established   established
costs meeting by 2023 by
july2023  

                       Lease      Emails,            Suitable     June      July 2023    
Equipment Senior Margaret agreement phone, and Weekly equipment 2023  Equipment
lease managers House, Robert face-to-face acquired delivered by
downy meeting july2023  

     Hiring of                        Emails,      As           June      July 2023    Qualified
instructors Senior Margaret Advertisement, phone, and required Qualified 2023  instructors
managers House, Jack resume, and face-to-face instructors hired by July

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 BSBLDR601 – Lead and manage organisational change

Harley interview meeting hired 2023  

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Risk Rating Guide

Likelihood Scale

Level Likelihood Description

1 Rare The event may occur in exceptional circumstances. Less than once in 2 years.

2 Unlikely The event could occur at some time. At least once per year.

3 Moderate The event will probably occur at some time. At least once in 6 months.

4 Likely The event will occur in most circumstances. At least once per month

5 Certain The event is expected to occur in all circumstances. At least once per week.

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Consequence Scale

Level Consequenc Description

e

No Injuries. Low financial loss. Financial loses less

0 Negligible
than $1000

First-aid treatment. Financial losses between $1000

1 Minor
and $10,000

Medical treatment required. Financial losses between

$10,000 and $50,000. Moderate environmental
2 Serious
implications. Moderate loss of reputation.
Moderate business interruption.

Excessive, multiple long-term injuries. Financial losses

greater than $50,000. High environmental
3 Major
implications. Major loss of reputation. Major
business interruption.

4 Fatality Single death

Multiple
5 Multiple deaths and serious long term injuries.
Fatalities

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 BSBLDR601 – Lead and manage organisational change

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 BSBLDR601 – Lead and manage organisational change

Risk Rating Matrix

Likelihood

Rare Unlikely Moderate Likely Certain

Consequences Level 1 2 3 4 5

Negligible 0 0 0 0 0 0

Minor 1 1 2 3 4 5

Serious 2 2 4 6 8 10

Major 3 3 6 9 12 15

Fatality 4 4 8 12 16 20

Multiple Fatalities 5 5 10 15 20 25

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 BSBLDR601 – Lead and manage organisational change

Risk Priority Scale

Risk Rating Risk Priority Description

0 N No Risk: The costs to treat the risk are disproportionately high compared to the negligible consequences.

Low: May require consideration in any future changes to the work area or processes, or can be fixed
1–3 L
immediately.

4–6 M Moderate: May require corrective action through planning and budgeting process.

8 – 12 H High: Requires immediate corrective action.

15 – 25 E Extreme: Requires immediate prohibition of the work process and immediate corrective action.

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