Change Management and Communication PlanEssay Preview: Change Management and Communication PlanReport this essayChange Management and Communication PlanMGT/311November 10, 2014InstructorChange Management and Communication PlanRiordan Manufacturing has many factors to consider with the development and implementation of a new customer management system. One factor to be considered is the current formal and informal power structures and how it effects employee behavior. The impact of a change in power structure is a consideration outlined in the proposed change management plan. An effective organizational structure and its related behavioral effects have been selected for development and implementation. There are also potential influence considerations related to the corporate culture, which include potential resistance to change from employees. To assist with minimizing the potential of employee resistance, a communication plan is outlined to select appropriate channels in order to communicate the intended change effectively. Effective communication is an important aspect for consideration to overcome the barriers of the current formal and informal power structures, assist with possible behavioral influences, and to successfully implement the intended change to the customer management system. A possible barrier to communication while implementing this new customer management system could include differences in perception and viewpoint. Since Riordan currently does not even have a system in place at all it is very likely that employees on all different levels will have different expectations on what the system will be like upon completion. This change management and communication plan will be in effect for a 12 month period. The proposed plan will include monitoring for success or failure during the 12 month period. All of these factors have been considered with the development of the change management and communication plan.
The current formal and informal power structures of Riordan Manufacturing have been assessed using the intranet site available to management. Organizational charts, job descriptions, employee files, and policies and procedures were reviewed to analyze the current formal and informal power structures. Currently, Riordan employees function in non-union facilities company-wide. The organizational structure of this company is currently centralized with a division of labor according to function. The company facilitates an open-door policy within each department to allow employees to share concerns with management even if those concerns are management related. There is no formal employee complaint process; however, company employee evaluations do not indicate that the employees have identified issues with the current organizational structure. However, the 2004 satisfaction survey indicates that there is an increase of dissatisfaction in regards to job satisfaction and that many employees would leave Riordan manufacturing for a slight increase in pay. The surveys also indicate that there is a discordance between departments and an increase of employees perceiving a lack of managerial communication between departments. Management will need to address these findings in order for this change management and communication plan to be successful. It will be imperative to implement a new organizational structure in charge of implementing, monitoring, and managing this change.
A decentralized cross-functional team comprised of representatives from each functional area of the company is an appropriate and effective organizational structure for the change management plan. Team members will bring knowledge from each department regarding the use of customer information and the implementation possibilities within each department. The team members will collaborate on potential uses of the new customer management system and allow team members to select a new customer information management system that will meet the needs of all departments. The implementation of a decentralized team will benefit Riordan Manufacturing due to the team employing the authority to implement the change in cooperation with many levels of management. The decentralized cross-functional team is the most effective and appropriate organizational structure for the implementation, monitoring, and management of this change.
This is a new partnership that has been developed through the collaborative nature between an internal development team and a global, community-driven approach to change management. The results are consistent and the strategic plan reflects the long-term vision of this project, with focus being on the rapid development of our product, our customers, and their personal needs. To date, this process has proven beneficial in developing our product, our customers, and our customers’ individual needs.
For many years we’ve worked with customers, suppliers, government agencies and others, to help them understand and evaluate different management tools and solutions. Although this project is not our primary focus, we realize that many of the products we are implementing in this project may be different from what the customers are accustomed to.[/p>
“We have come together to take this innovative company and our product, a first for us, and offer customer-facing management solutions that are well positioned for a global level of customer satisfaction. You’ll be able to follow our progress with all you need to keep up with our exciting future. Thank you for taking the time.
“If you’re interested in getting involved, we have two courses available for you – one for individuals, one for organizations – and these courses will help you develop your experience within the RIT community and to work with others to gain the necessary knowledge to build your own vision within the RIT marketplace and beyond. The RIT Cloud is a great resource for both learning and using. We’ve also had students of all backgrounds and backgrounds help us to make RIT’s experience as seamless and intuitive as possible for all. In addition, some of our graduates will also be able to use this course as a base for building their own RIT business and their own business experiences.”
Thank you for joining us 
for creating our first RIT company
.
Please enable JavaScript to view the comments powered by Disqus.
Disqus
Please
There are potential influences related to the current corporate culture at Riordan Manufacturing. Potential resistance is a factor to be considered and managed as a team is formed and begins to evaluate each of the departments for uses of the new customer information system. Due to the growing dissatisfaction with managerial decisions, there is also a potential for behavioral issues or deviant behavioral influences resulting from the perception that the teams decisions may adversely affect employees. Power struggles are also a concern; there is potential that they may emerge later in the implementation phases when centralized management is confronted with the decentralized authority of the cross-functional team. These potential influences
• Management can choose to employ external leadership, while the team can choose to form a single hierarchy with its own governance. • This creates opportunities to control teams with the help or guidance of management. • This could lead to an environment of conflict and conflict-the threat that an internal conflict might be directed against a team member or team member. • The management team can also choose to incorporate management within their own organization and create a hierarchy based on internal rules, rather than centralization. • This could lead the team to develop a policy of the organization to protect the rights of employees. • This could lead to a hierarchical structure where individual employees are held accountable for performance and the values of their organizations. • The management team may choose to include external authority who’s authority extends to the management and those employees will be considered by management as members of the leadership, which has great benefits. • Many organizations that have centralized leadership can benefit greatly from the ability to manage such a new culture.
11.20.5 The Role of Customer Experience In a Digital Age
The most important point of all to understand is that in order to make sense of the new world- our human lives are built on devices and things, on the one hand. We are not always aware of this, but it is here that the concept of “digital knowledge” occurs. If we understand our current environments, this is the place where we will be exposed to the most different elements and experiences.
Digital Knowledge
When people hear one another, they believe that they all know this or that, and their perception of it is the same, but in reality we live in a world of little or nothing, of virtual reality and virtual reality experience. We are not always aware. Imagine you are a computer, a phone booth, a computer with only one light. Do not start talking. This is because you have been so tuned for this for two million years. What you hear is a virtual memory where you don’t know what the person you’re talking to is saying to you. This is your perception.
The problem is that without this virtual memory (it’s not the same because that is a part of your brain), no real connection to the person you’re talking to will occur. It cannot be accessed. The connection will be blocked, fragmented and then destroyed by some very powerful, human-driven forces. The key is a new way to use information – a new technology.
The goal is to develop a new understanding of our environments so that everyone can better understand what that information is like. In the digital age we have the ability to see other things with greater clarity and more clearly. There are a number of ways in which technology interacts with one’s consciousness, which we haven’t been able to imagine yet. One idea I have been exploring is how technology can enable people to use that knowledge about our world in ways that are much closer to our physical world. With this technology we can experience something which was so lost on us only at first.
I have recently received the following question,
My question is, how do
Affects of Organizational Context
The first part of the question was: how are you managing a large group of disparate teams? How do you effectively plan effective and well ordered cross-functional organizational processes? How do you maintain organizational stability and efficiency? How do you manage a large number of disparate employees, especially if these disparate teams have been mismanaged or lost their effectiveness with the collective decision making capabilities of integrated organizations?
In particular, the main problems we have with the current approach are overzealously centralized executive control over the management of many teams and their execution in most or all operations through direct, highly coordinated, direct and direct communication.
The most critical problem for effective organization, we understand, of course, is that we see very little power structures and very little control over the team members.
What are the risks with the current organization approach?
When the most recent governance change has been implemented, we have seen a great deal of significant changes in the current organizational structure. In the previous years, we have seen some of the most successful organizations, although many of them have suffered significant technical changes that make many key elements of their organization more opaque. It is also the case that the management structure that I’ve described above has deteriorated, in a direct manner by introducing more complex organizational planning and management processes.
In addition, due to the changing performance dynamics, management of many teams may be more unstable even on the lowest levels than they would have been a decade ago. Thus, as there is no formal hierarchical structure as the organization structure or structure changes and change dynamics from one organization to another, the team structure may be unstable or even unorganized.
As an example, the top rank employees are highly dependent on the leadership to manage the organization. In the past, managers at these top levels were highly cooperative, which is what they are doing today. When a team of teams grows in complexity, they can be put in a difficult position and lose the confidence of the leaders. In addition, the senior leader sometimes has different organizational goals, which can ultimately lead to tension and conflict with the chief executive.
But this is not to say the leaders are inherently unpredictable, or that an individual leader necessarily will not make mistakes. The only real question when it comes to organizations being run by the top brass is how in their head it’s going to work.
It also helps that any effort at organizational stability and efficiency may have the side effect of exacerbating the problems facing many people on the team at Riordan (and thus the managers at all organizations at Riordan). In fact, that’s where the worst problems we see with the current organization framework come into play.
Our team leader could, in time, learn the skills necessary to operate effectively, and he or she could at some point move the organization forward for the next generation of our employees. He or she could continue to work at Riordan and then learn new information, new technologies, new techniques, new technologies and new organizational capabilities that are crucial to the success of our group.
Affects of Organizational Context
The first part of the question was: how are you managing a large group of disparate teams? How do you effectively plan effective and well ordered cross-functional organizational processes? How do you maintain organizational stability and efficiency? How do you manage a large number of disparate employees, especially if these disparate teams have been mismanaged or lost their effectiveness with the collective decision making capabilities of integrated organizations?
In particular, the main problems we have with the current approach are overzealously centralized executive control over the management of many teams and their execution in most or all operations through direct, highly coordinated, direct and direct communication.
The most critical problem for effective organization, we understand, of course, is that we see very little power structures and very little control over the team members.
What are the risks with the current organization approach?
When the most recent governance change has been implemented, we have seen a great deal of significant changes in the current organizational structure. In the previous years, we have seen some of the most successful organizations, although many of them have suffered significant technical changes that make many key elements of their organization more opaque. It is also the case that the management structure that I’ve described above has deteriorated, in a direct manner by introducing more complex organizational planning and management processes.
In addition, due to the changing performance dynamics, management of many teams may be more unstable even on the lowest levels than they would have been a decade ago. Thus, as there is no formal hierarchical structure as the organization structure or structure changes and change dynamics from one organization to another, the team structure may be unstable or even unorganized.
As an example, the top rank employees are highly dependent on the leadership to manage the organization. In the past, managers at these top levels were highly cooperative, which is what they are doing today. When a team of teams grows in complexity, they can be put in a difficult position and lose the confidence of the leaders. In addition, the senior leader sometimes has different organizational goals, which can ultimately lead to tension and conflict with the chief executive.
But this is not to say the leaders are inherently unpredictable, or that an individual leader necessarily will not make mistakes. The only real question when it comes to organizations being run by the top brass is how in their head it’s going to work.
It also helps that any effort at organizational stability and efficiency may have the side effect of exacerbating the problems facing many people on the team at Riordan (and thus the managers at all organizations at Riordan). In fact, that’s where the worst problems we see with the current organization framework come into play.
Our team leader could, in time, learn the skills necessary to operate effectively, and he or she could at some point move the organization forward for the next generation of our employees. He or she could continue to work at Riordan and then learn new information, new technologies, new techniques, new technologies and new organizational capabilities that are crucial to the success of our group.
Decentralized Cross-Functional Team And Employee Behavior. (October 3, 2021). Retrieved from https://www.freeessays.education/decentralized-cross-functional-team-and-employee-behavior-essay/