DBSM701

Management of Strategic Business Change

Version 5 Credits 20
Assignment 3
Group Business Presentation
Due Date
Date submitted
Total marks
Weighting

300
30%

Name of student

ID No.:

I declare that this is my own work - Signature of student

Task 1 - Learning Outcome 3
Covering assessment criteria:
3.1
Develop systems to involve stakeholders in the
planning of change
3.2
Develop a change management strategy for
involving stakeholders
3.3
Evaluate the systems used to involve stakeholders
in the planning of change
3.4
Analyse and discuss the types of resistance to
change.
3.5
Create a strategy for managing resistance to
change

Assessment Criteria

Marks

Peer Evaluation

28

Individual contribution and

commitment

42

Group project and

involvement skills

30

Group business report

200

Total Marks
Divide marks by 3 to scale
to 100%

Your
Marks

300
100%

Final Grade Awarded

Date:

Name of tutor
Signature of tutor

ACL 2014

IANZ - DBSM701Management of Strategic Business Change Version 5

Assessment moderated on 20 February 2014

Page 1

Introduction
This assessment is part two of a series. You have completed
Assessments 1. Assessment 4 will build upon the work you have
completed in this assessment. Each assessment is marked and graded
individually.
Assessment 2 is the planning assessment. You will look at evaluating models of strategic
change, strategic change interventions and issues relating to strategic change which will be
used to in assessment 3 to develop strategic change in you recently purchased health and
fitness centre.
Assessment 3 will be the development of a strategic business change strategy for making
the improvements to your recently purchased health and fitness centre.
Assessment 4 will involve the group developing a strategic implementation plan to
implement a change model for on-going change in your health and fitness centre business.

The deliverable:
The requirement is for the group to produce a business document. In writing this document
you can use any writing format you consider appropriate. Keep in mind the document must
be word processed in a business style and format.A business standard is under conditions
that demand performance equivalent to that required in the real-life context.

Assessment 3
1.

This is a group assignment. All groups are to critically evaluate models of strategic
change, strategic change interventions and identify issues relating to conducting
strategic change in your health and fitness centre business.

2.

Form a group of 3-5 people subject to your tutors final decision as groups may be
selected by the lecturer.

3.

Any group member, who is having difficulties or feels the group is not functioning
appropriately, must advise their tutor at the earliest convenience, so this matter can be
resolved.

Learning Outcomes
Outcome 2
The student will develop a strategic business change strategy for a business (30%)
3.1

Develop systems to involve stakeholders in the planning of change

3.2

Develop a change management strategy for involving stakeholders

3.3

Evaluate the systems used to involve stakeholders in the planning of change

3.4

Analyse and discuss the types of resistance to change.

3.5

Create a strategy for managing resistance to change.

ACL 2014

IANZ - DBSM701Management of Strategic Business Change Version 5

Assessment moderated on 20 February 2014

Page 2

Conditions
1.

Groups cannot collude with other groups or individuals without acknowledgement

2.

Each group member is to be allocated an equal part of the investigation. This

allocation is not to be one complete section. It must be a combination of the various
tasks and sub tasks of the project.

3.

Groups must minute all meetings so when it comes to evaluating team members, a
definite record of participation and contribution will be evident. These will be submitted
to your tutor on submission date.

4.

All students must complete and sign their peer assessment form (Peer Evaluation of
Group Participation attached, copy as required).

5.

The assignment must be word processed in a formal writing style and format.

6.

The report must be produced to a business standard. A business standard is under

conditions that demand performance equivalent to that required in the real-life
context.

Assessment Methods
The assessment method for this section will be a combination of:
1.

Peer Evaluation of member's contribution

a)

Each student will individually evaluate their own and each team members
contribution using a predetermined rubric.

b)

The final mark is an average of the total marks awarded by each member of the
group.

c)

Marks will be moderated by the tutor and together with the peer marking sheets
be returned with the assessment document.
[Total marks 28]

2.

Group Project Skillsand Involvement mark based on the ability of the group to
perform and achieve as a group. The same one mark is allocated to each member of
the group.
[Total marks 30]

3.

Group Business report Mark

[Total marks 200]

4.

Individual contribution and commitment Mark based on each individual group

members contribution to both class sessions and group work. Tutor will make their
decision based on:
a)

Team log books, Minute sheets

b)

Direct observation

c)

Individual contribution and commitment Rubric

[Total marks 42]

Final mark
The final mark for this section will be the sum of all the above assessment methods.
ACL 2014

IANZ - DBSM701Management of Strategic Business Change Version 5

Assessment moderated on 20 February 2014

Page 3

Task introduction
This task involves the development of a strategic business change strategy for the business.
The scenario is repeated below for your reference.

Scenario The Very Successful Gym Business.

You have just purchased the above health and fitness centre, (which you will need to name
yourself). The following is a summary of the information you have gathered so far on the
business.

This business is situated in the general East Auckland geographical area.

Thehealth and fitness centrewas set up in 2007 and since then has been
providing the owner with a strong cash flow and solid membership portfolio.
The business has continued to show growth since its opening. The business has
a proven documented history of financial success; a solid repeat membership
base generating consistency in annual revenue streams; reasonable hours of
operation on a weekly basis and the current structure of little owner day to day
involvement and the possible resultant lifestyle implications.
The business has a quality fit out withwell-maintained equipment to a high
standard. The health and fitness centre occupies two levels of the building and
has a generous lay out with an option for a 24/7 fully automatic secure access.
This is a non-franchised health and fitness centrewith excellent front of house
staff and personal trainers servicing private clients and the corporate market.
There are several experienced personal trainers that operate out of the studio as
well as permanently employed staff.
The business appears capable of (based upon its historical financial
performance) generating an income of in excess of $750,000 per annum.
However under the current management it is currently showing an income of
between $230,000 and $250,000 per annum for the last two financial income
years.
The majority of the membership fees are on a monthly direct debit system, which
guarantees continuousness of cash flow.
Attached to the health centre is a health supplement store. This store has been
trading based mainly on regular customers. The business has developed a
steady demand for online sales, so the website was included in the purchase.
The annual sales are approx. $450,000. The rent is $1,750 per month incl. GST.
GP is approx. 35%.

Since your purchase, the group had as planning sessions and identified the following
potential areas of growth which will require strategic change to occur in the business.

Membership and membership types

Offering wider private and corporate services

Operating 24/7

Improved sales of health supplements through online sales

Improved sales of health supplements through walk-in sales

Growth in income and capital value

ACL 2014

IANZ - DBSM701Management of Strategic Business Change Version 5

Assessment moderated on 20 February 2014

Page 4

The Task
You are asked to
1.

Identify who the stakeholders are, their prioritisation in the change and the level of
participation the stakeholders may be involved in during the change process..

2.

Identify, analyse and discusstypes of resistance you may face from both individuals
and groups during your change management cycle.

3.

Identify, analyse anddevelop action plans/strategies that will address and manage the
resistance to change within your organisation.

Your report for this section should include the following:

Systems to involvestakeholders in planning of change

1.

2.

Identify the specific target groups/audiences that will be impacted by the change within
your business.

Who each group are.

The profile of the group

Their priority of involvement

The type of support you will require.

The levels of participation you expect of each specific target group/audience to

be during the change process.
[Total marks 24]

Identify and analyse at least four systems you could consider using to involve the
target groups/audiences identified. Remember it is important to make sure that a wide
variety of interests are taken into account. In your analysis:

Describe the system

Describe the advantages and disadvantages of using the system to fulfil your
requirements.
Describe what valuable information the system will provide you during the
involvement stage
Evaluate the systems ability as a tool for the group to use to achieve stakeholder
involvement.
[Total marks 40]

3.

Identify and analyse at least four engagement strategies/methods you could employ to
assist you to gather information from the various groups.

Describe the method

Describe the advantages and disadvantages of using the method to fulfil your
requirements.
Describe what valuable information the method will provide you during the
involvement stage
Evaluate the methods ability as a tool for the group to use to achieve
stakeholder involvement.
[Total marks 40]

ACL 2014

IANZ - DBSM701Management of Strategic Business Change Version 5

Assessment moderated on 20 February 2014

Page 5

Resistance to change
Resistance to change is the action taken by individuals and groups when they perceive that
a change that is occurring as a threat to them. Key words here are 'perceive' and 'threat'.
The threat need not be real or large for resistance to occur. Resistance may take many
forms, including active or passive, overt or covert, individual or organised, aggressive or
timid.
1.

The following (a f) are examples of the types of resistance you may face from both
individuals and groups during your change management cycle. As a group analyse
and discuss the following types of resistance. Give specific examples of such
behaviour to supplement your discussion.
a)

individual versus collective resistance

b)

passive versus active resistance

c)

direct versus indirect resistance,

d)

behavioural versus verbal versus attitudinal resistance

e)

minor versus major resistance

f)

content of change versus process of change resistance

[Total marks 48]

Managing resistance
Managing resistance during any business change should include both proactive planning
and reactive interventions. All too often, teams rely exclusively on reactive measures when
resistance has already resulted in productivity loss and wasted time and resources. A
resistance strategy management plan is a proactive approach to managing such resistance.
Consider what resistance may look like for your changes in the new business. After you have
identified the types of change resistance which may be present in your organisation, you will
need to employ a mix of strategies to counter the negative forces.
1.

Listed below (a f) are six classic strategies for dealing with change resistance (in
order from least to most extreme). Using these six strategies, develop at least three
action plans/strategies for each change resistance that will address the resistance
within your business.
a)

Education and communication

b)

Participation and involvement

c)

Facilitation and support

d)

Negotiation and agreement

e)

Manipulation and cooperation

f)

Explicit and implicit coercion

[Total marks 48]

ACL 2014

IANZ - DBSM701Management of Strategic Business Change Version 5

Assessment moderated on 20 February 2014

Page 6

Peer Evaluation of Group Participation

DBSM701 Management of Strategic Business Change
Assessment 3

To complete the Peer Evaluation of Group Participation form

1.

The Peer Evaluation of Group Participation form is to be completed by each individual

team member.

2.

Peer Evaluation of Group Participation involves both peer (each individual group
member) and a self-assessment.

3.

Your rating will take into account contributions at meetings, commitment to the goal,
skill input and reliable completion of tasks. (Not all group members will be good at all
skills necessary but using their own skills effectively will still get the highest rating.
Members may be unable to attend meetings but have participated in other ways.)

4.

You will use the Peer Evaluation of Group Participation Rubric (sample on next page)
as the guide in making your decisions.

5.

You will record your scores on the Peer Evaluation of Group Participation chart
provided below.

6.

Once you have completed your Peer Evaluation of Group Participation form, place it in
a sealed envelope and hand it to your tutor.

Peer Evaluation of Group Participation Chart

Name:

Self

Team member 1

Team member 2

Team member 3

Team member 4

Criteria
Quality of
work score
Contribution
of ideas score
Listening to
ideas score
Participation
Providing
Feedback
score
Accepting
feedback
score
Preparedness
score
Total Scores

Student signature:

ACL 2014

Date:

IANZ - DBSM701Management of Strategic Business Change Version 5

Assessment moderated on 20 February 2014

Page 7

Peer Evaluation of Group Participation Rubric

Criteria

4 marks

3 marks

2 marks

1 mark

0 mark

Quality of
work

Provides work of
the highest quality
with no mistakes.

Provides high
quality work. Any
errors found are
minor in nature and
do not affect the
ability to integrate
the work into the
work of the team

Provides good
quality work that
occasionally needs
some small
correction to
ensure it can be
integrated with
work by team
members

Provides partial
solutions that need
additional work so
it can be integrated

Either no work is
presented to the
team or the work is
unusable

Contribution
of ideas

Almost always has

ideas to share in
group
communications.
Helps team
members when
they are struggling

Regularly has
ideas to share in
group
communications.
Sometimes helps
team members
when they are
struggling

Sometimes has
ideas to share in
group
communications.
Rarely helps team
members when
they are struggling

Rarely has ideas to

share in group
communications

Never shares ideas

Listening to
ideas

Is open to ideas of
others, even if they
conflict with their
own ideas. Able to
evaluate ideas
without bias.
Supports others
ideas and helps
clarify ideas by
others to the rest of
the team.

Is usually open to
ideas of others, but
sometimes has
difficulty listening
to ideas that are
opposite to their
own

Is sometimes open
to ideas but
generally favours
own ideas over
others

Rarely considers
ideas of others and
seems to be only
able to consider
those that are
similar to their own
ideas

Never considers
ideas of others and
does not listen to
input from others in
the team

Participation

Makes significant
effort to meet and
communicate with
team consistently
and regularly.

Is usually available
and ready to meet
and communicate
with team, but
occasionally is not
available to make
the time needed for
the team

Is generally
available and
willing to meet and
communicate with
team, but does not
always make the
time needed to
contribute to team
communication

Is rarely available,
seems to have
extremely limited
time available and
cannot be flexible
to contribute to
team meetings and
communications
outside class time.

Never participates
in communications,
does not have time
for team meetings

Providing
Feedback

Often provides
dignified, clear and
respectful
feedback on ideas
and work
contributed by the
team members.

Gave feedback
that did not offend

Provided some
feedback, but it is
not always clear,
not productive,
may have hurt
others feelings
unnecessarily or
made irrelevant
comments.

Feedback provided
is minimal or not
useful (dismissive,
disrespectful, and
irrelevant).

Feedback is never
provided or is
always highly
offensive or
irrelevant.

Accepting
feedback

Graciously
accepted
feedback, always
openly viewing the
merit of feedback

Accepted
feedback,
sometimes with a
bit of resistance at
first possibly, but
willing to listen

Sometimes
accepted
feedback, at other
times strongly
resistant to
feedback

Reluctantly
accepts feedback
some of the time

Refuses to listen to
any feedback

Preparedness

Always prepared
for meetings and
meets all deadlines
set by team

Usually prepared
for meetings and
meets deadlines
set by team

Sometimes
prepared for
meetings and
usually meets
deadlines set by
team

Often comes to
meetings
unprepared and
regularly has not
completed work

Never prepared for

meetings and
rarely completes
work by deadlines
set by team

ACL 2014

IANZ - DBSM701Management of Strategic Business Change Version 5

Assessment moderated on 20 February 2014

Page 8