Section II: Communication Plan
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change_management_and_communication_plan.docxCHANGE MANAGEMENT AND PLAN COMMUNICATION
Change Management and Plan Communication
Learning Team B
MGT/311
September 24, 2014
University of Phoenix
Prof. Maria Romero Rojas
Change Management and Plan Communication
Manufacturing Riordan decided to make a modification in the administrative system of the company's customers. The organization does not have a system to manage your customer information and has traditionally allowed this to individual employees. This new system was implemented that require all employees to use a system of customer management. Our team will be working to help the Riordan organization to implement this change.
Informal Structure and Current Formal
Manufacturing Riordan organization with a configuration and based on formal power system. The organization is divided into functional areas or departments based on the scope of work. Each department or division manager has a VP who oversees the department and provides reports to the CEO. In turn, the VP has managers who are in charge of a number of employees assigned. This effective and strategic system allows entire organization organized flow, allowing decisions to be easily disseminated throughout the organization. This system is well known and popular throughout organizations today.
Appropriate and Effective Organizational Structures for Riordan
For a company like Riordan bureaucratic systems work easily, because they are effective and functional. To implement this change, communication must be sent by the CEO to VP of administrative management. When the Organization has acquired force acceptance of his administration, leadership can send an informal message, explaining and answering possible objections and questions. Once the formal announcement can be supplied from the executive team.
Potential Effects of Structure
The organizational structure allows employees to have a clear chain of command. This system has a success only when managers and senior leaders are in their proper place. According to surveys of employees understand that management teams have their best interests and really care about their employees. On the other hand think that on some occasions there may be a lack of communication. It is important for managers and leaders to communicate clearly with each team member, so there is no misunderstanding and employees understand that they will be included at any time in the process of implementation. As part of the suggestion that employees are encouraged to share comments and contributions to help with the process. This will give employees a sense of contribution to the process.
Company culture and characteristics
The characteristics of the culture of the organization Riordan, are based on the culture and team orientation. These features consist of a level at which activities work for teams rather than individuals are structured. The teams are a must and each team member is an important part of a project. Team members can rely on each other for support, with the potential influence that can be carried by this type of culture in the Riordan. The ability to make the vast majority of employees, accept the core values and commitment to the long term viability of the company. When the team meets its objectives, can be compensated with bonuses, salary increases, promotions, or incentives. This is one way that culture may influence the employee and value what it represents.
Sources of resistance to change and strategies to manage resistance
Education and Communication Communicating the logic of a change can reduce employee resistance on two levels. First, it fights the effects of misinformation and poor communication: if employees receive the full facts and clear up misunderstandings, resistance should subside. Second, communication can help “sell” the need for change by packaging it properly. (Robbins & Judge, 2013, Chapter 18)
For that reason the main strategy to combat resistance to be use will be a good communication platform. Additionally we will use any resistance and turn it into open discussion therefore attempting to make resistance into something positive and in order to avoid increased conflict (Robbins & Judge, 2013, Chapter 18).
Recommended strategy to implement the changes over the next 12 months
Company employees must understand the famous quote “Change or die!” therefore change is needed in order for the organization to stay competitive which in turn means that they will maintain jobs and better salaries. In order for that to happen the whole twelve month implementation process will be explained in detail to all employees and the reasons why. Besides the regular mandatory training, additional benefits to minimize resistance will be provided. Extra or additional volunteer training will be available to all employees who desire paid for by overtime compensation. All employees will have the flexibility of choosing to stay after regular hours during the week or completing it on Saturday sections.
Success evaluation or failure of the planned change
It is very important to evaluate whether the applied changes to the organization have worked or were effective. We will begin evaluation by self-assessing after the first two weeks and thereafter every four weeks. During self-assessments stages we will review what effects have the changes have had, how well have we adapted and any additional changes that need to be made. We will also get employees involve as they are an integral part of the evaluation process. In Addition to the organizations self-assessment we will also collect feedback from all employees involve at the same time self-assessments are conducted. Based on the self-assessments and feedback we will make any adjustments needed and improve our final product and success.
Reference
Organizational Behavior, Fifteenth Edition, Authors: Stephen P. Robbins, Timothy A. Judge
Copyright © Pearson Education (2013)
