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Change Management and Communication Plan

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by

Kristina Acidera

on 3 October 2013

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Transcript of Change Management and Communication Plan

Change Management and Communication Plan
Formal Power Structure
Informal Power Structure
Channels for Communication
-Formal Channel
-Face-to-Face
-Meeting
-Presentation
-Outline handout
-Email
Conclusion
Our Objective...
- Develop, implement, and evaluate the change in Riordan Manufacturing Inc.'s Customer Management System.

- Identify organizational structure and culture

- Effects on employee behavior

- Potential barriers and solutions to resistance of change

- Appropriate channels of communication
Riordan Manufacturing, Inc.
Monty Montgomery
Aileen Purganan
Jessica Amisone
Kristina Acidera

MGT 311
Charletta Wilson
October 2, 2013
Power Structure
Research
&
Development
Finance
Transportation
Operations
Expert
Legitimate
power
Company's Culture
Resistance to Change
Potential Barriers
-Analysis Drill

-New Operational Look

-Communication Strategy
-Sound projection

-Visual

-Audience Discomfort
-Team-Orientated
-Open-door policy
-Lack of information
-Lack of trust
-Lack of skills
-Personal opinions
Our Plan
-Expect
-Address
-Face
-Support

Proper
Communication
Set Goals
Strategy
for
Involvement
Change
Evaluations
-Feedback
-Employee surveys
-Goal checks
Initial E-mail
-Change is Coming!
-Initial Steps
-Next Steps
-Company's Commitment
"For change to be effective, we all have to commit to becoming agents of change."
The BIG 3
Bureaucracy Structure
-highly routine operating tasks
-specialization
-formalized rules and regulations
-functional departments
-centralized authority
-narrow spans of control
-chain of command.
Full transcript