Monday, July 22, 2019
Change Management and Communication Plan Essay Example for Free
Change Management and Communication Plan Essay Riordan Manufacturing has decided to make a change to companyÃ¢â¬â¢s customer management system. The company does not currently have any formal system for managing their customer information and has traditionally left this up to individual employees. This new system will require all employees to use one customer management system. Your team is now working to help Riordan implement this planned change. Your team must do the following in your role as consultants: Ã¢â¬ ¢ Review the intranet site for Riordan Manufacturing including Human Resources Ã¢â¬â Organizational Charts, Employee Files, etc. , and Sales Marketing Ã¢â¬â Marketing Information Systems. Ã¢â¬ ¢ Create a change management plan and communication plan of 1,050- to 1,400-words. Your plan should include the details from section I and section II outlined below. Section I: Change Management Plan Identify the current formal and informal power structures in the organization. How might the power and political structure of the organization affect employee behavior? Identify the most appropriate and effective organizational structures for Riordan Manufacturing that will help them accomplish their planned changes. Section I: Change Management Plan Riordan Manufacturing formal leaders consist of the chief executive, presidents, vice-presidents, high-level managers, middle-level managers and low-level managers. Each person is responsible for implementing changes that will benefit the structural system for the company. According to the organizational charts, the organization is separated by various departments into functional areas. According to the organizational charts, the organization is separated by various departments into functional areas. For example, in the Human Resource they are responsible for benefits, policy and procedures, job classification, annual reviews and survey results just to name some of the functions within the Human Resource Department. Informal leaders have non-official positions like secretaries, maintenance people, auditors and others who are less important but carry out the vision and mission of the company. A gatekeeper does not hold a position of authority, but they usually work closely with the formal leaders of the company. The power and political structure of the organization may frustrate employees when decisions are made that are unclear or not communicatedand lack vision or reasoning behind the decisions. The system relies on clear and concise communication at all times. It is important that chief executive officer is given accurate information at all times. Riordan Manufacturing discovered some problems with their employees; such as an inability to motivate employees and how to reduce the high turnover rate within the company. This was discovered through the Riordan human resources department structure which does not allow employee empowerment and as a result is delaying potential growth due to the unbalanced profits, and reduction in sales. The human resources department needs to revisit some of their decisions to strength their portion of the structure and better the company for the future. The high turnover rate has caused lack of employee motivation, low morale and with pay levels below their competitorsÃ¢â¬â¢standards; there is lack of structure in the performance review process within the entire company. These issues can be corrected by creating a coaching, feedback process, and planning career development programs by either creating or improving their current performance reward systems. Riordan Manufacturing has selected a structure that will require all employees to use one customer management system. In doing so, Riordan has adopted a structure that closely resembles a bureaucratic nature. Standardization is the key concept in manufacturing. The formal leaders within the Riordan Manufacturing are each responsible for implementing changes that will benefit the structural system for the company. Organizations structures can have significant effects on its members. Potential effects of a bureaucratic structure on employee behavior are attributed to its formalized, mechanistic model where fairness in policy and procedures is a large indicator of job satisfaction. The bureaucratic environment in which Riordan Manufacturing adopts high levels of work specialization contributes to higher levels of productivity, but may sacrifice in areas of lower job satisfaction. This could be connected to the high turnover rate at Riordan in addition to the low pay levels when compared to similar markets. Management needs to consider the organizational structure and its effects on employees on an individual basis. In a bureaucratic environment management may consider looking into characteristics of employees that help determine their potential in working in such a structure and train employees through coaching and training to help them adapt to the vision Riordan management would expect from its employees, employing those that that prefer routine and security of specialized jobs may perform better in a manufacturing organization like Riordan. Riordan Manufacturing culture can be described in a descriptive term. The current structure and management operations would like to reverse some of the current trends in the workplace that affect its organizational culture. Recent discoveries have uncovered problems influencing culture at Riordan such as levels of motiv ation and tenure at the company. It was discovered that Riordan human resources department structure does not allow employee empowerment and are delaying potential growth because of the unbalanced profits and reduction in sales. The new system aspires to create a new culture where management motivates its employees through a reward system and competitive pay, where workers find management approachable with ideas to improve work processes, while following the idea that helping to implement change will benefit the structural system of the company. Riordan human resources department reassessment of its structure can positively impact RiordanÃ¢â¬â¢s overall organizational culture by focusing on pay and its incentive packages. Management at Riordan can consider news ways in which to improve its culture. Ideally, upper management would encourage mid-level management to allow feedback from employees to improve work processes while still following the chain of command to create improvement. Though there are more stringent rules in a manufacturing plant, Riordan management wants to instill its trust in its workers, making them feel they are trusted and that their individual judgment is supported. The new operations at Riordan involve team work that encourages positive interaction, collaboration, goal setting, and a reward system that supports its desires for improved culture at Riordan Manufacturing. Ã¢â¬ ¢ Recommend a strategy to implement the changes over the next 12 months. Ã¢â¬ ¢ Describe how you will evaluate the success or failure of the planned change. Section II: Communication Plan Create a Communication Plan for the proposed change covered in the Change Management Plan. In the Communication Plan, complete the following: Select the most appropriate channels to communicate the change to the employees, and explain why you selected these channels. Identify the potential barriers to effective communication and strategies for overcoming the barriers. Develop a message for one of the selected communication channels. In the message, complete the following: Ã¢â¬ ¢ Identify those areas affected by the change. Ã¢â¬ ¢ Establish the need for the change. Ã¢â¬ ¢ Create a sense of urgency around the change. Ã¢â¬ ¢ Outline next steps in the change process.