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Organizational Development 2
Transcript of Organizational Development 2
What to expect? Section 1. Change Management Plan Louis Margarita Select the most appropriate channels to communicate the change to the employees, and explain why you selected these channels Section 1. Change Management Plan Section 1. Change Management Plan Section 2. Communication Plan Robert Section 2. Communication Plan Paul Team "B"
University of Phoenix
2/21/2013 Identify current formal and informal power structures
How might power and politics affect employee behavior Identify appropriate and effective organizational structures Paul Identify characteristics of the company’s culture and potential influences of culture on employee behavior Identify the potential sources of resistance to change and strategy to manage resistance to change Strategy to implement the changes over the next 12 months. Describe how you will evaluate the success or failure of the planned change Jack Identify the potential barriers to effective communication and strategies for overcoming the barriers Message
Identify those areas affected by the change.
Establish the need for the change.
Create a sense of urgency around the change.
Outline next steps in the change process Paul Paul Louis Louis Louis Margarita Margarita Jack Jack Summary Section I: Management Change Plan
Identify the appropriate and effective organizational structures for Riordan Manufacturing
What are the potential effects of this selected structure on employee behavior
Identify characteristics of the company’s culture and potential influences of culture on employee behavior
Identify the potential sources of resistance to change and develop strategies to manage resistance
Recommend strategy to implement the changes
Describe how you will evaluate the success or failure of the planned change. Section II: Communication Plan
Select the 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 Power and Organizational Structure Aligned to Meet Customer Information Consolidation Directive
Legitimate Power – Well defined hierarchy
Reward vs. Coercive power – Influence through Rewards not Fear
Expert Power – Align appropriate technical skills with required tasks
Referent Power – Capitalize on individuals desired traits
Referent Power + promote to legitimate power + Empower to reward Power Structure Organizational Design - Bureaucracy
Departmentalization – Process focused
Centralized Authority – Funneled decision making
Work Specialization – Divide labor based on skill
Increase Span of Control (Managers)
Reduce barriers/influence over greater area
Decrease Span of Control ( Process leads & Supervisors)
Narrow focus/clears responsibilities
Created to facilitate consolidation of historical sales, production records, profit & loss and marketing results on a per customer basis Organizational Structure Bureaucracy
Centralized Authority May conflict with goals
Concentrated decisions Structure Benefits/challenges Implications of Selected Structure Paul Failure to capitalize on individual employee capabilities
Reduced employee discretion and creativity Communication plan Communication Channels Formal Channel Informal Channel Potential Barriers to Effective Communication filtering
Gender Difference Strategies to Overcome Barriers Defined Expectations
Clear and concise message
Consistent/Ongoing Communication Characteristics of Company Culture We are industry leaders in using polymer materials to provide solutions to our customers challenges. We are a production organization We will strive to be a solution provider for our customers and not be a part of our customers challenges. We will maintain an innovative and team oriented working environment Change and Sources of Resistance Unplanned Change Strategies to Manage Resistance
Education and Communication
Participation and Involvement
Explicit and Implicit Coericon
Facilitation and Support Recommended Strategies Get Staff and Management Involved
Invest in Training
Consider Outside Factors
Set goals and objectives to provide direction Assess Achievement of Planned Change Sales (Pre/Post)
Workers Job Performance
Customer Feedback/Satisfaction Potential influences on employee behavior "View " "React" "Feel" Lack of information Personal opinions and beliefs Job Security Peer Pressure Comfort zone Objectives are met Town hall meeting
Emails Message Board
Instant messages Jack To: All Riordan US and Global Employee’s
From: Dr. Riordan, Executive Vice President, and Chief Operating Officer
Date: Feb. 21, 2013
RE: Customer Relationship Management
Dear Valued Employees of Riordan Manufacturing:
As you, all know this year continues to be creative and beneficial for Riordan Manufacturing. From our disparate tools, superior products, and customer satisfaction, we have conveyed substantial improvements to our clients. Nevertheless , at Riordan we have an obligation to our clients to continually identify methods to improve how we conduct business . Dr. Riordan taught us that we must never become complacent in our methods, to innovate and change; we must always identify effective ways to conduct business to sustain financial strength.
In light of this, we are announcing the organization decision to implement a new Customer Relationship Management system, which will provide us with a better method of managing and monitoring client activity. The CRM entails utilizing software to manage, automate, and synchronize client information with sales, finance, operations, customer service, and IT. In addition, the new CRM will provide end-user the ability to personalize relationships with clients, improve responsiveness, and streamline existing processes. End-user will be able to directly access customer information real time, match customer needs with product and offerings, and know what products a customer previously purchased.
Therefore, over the next 90 days, we will be calling on individuals in each department, to participate with the CRM training. If anyone should have, any further questions please contact your supervisor with any queries or concerns. Robert References
Robbins, S. P., & Judge, T. A. (2011). Organizational behavior (14th ed.). Upper Saddle River,
NJ: Pearson/Prentice Hall. Questions