Running head: CHANGE MANAGEMENT PLAN
Building a Culture for Sustaining Change at CrysTel
University of Phoenix
A reliable change management plan is often required to overcome workplace resistance when employees are presented with a new way of doing things. Change management is a strategy designed to transition from the status quo to some new ideal way of doing business. CrysTel, a growing telecommunications company, finds itself in a very dynamic industry that along with frequent advances in technology will dictate that it adapt to rapid and persistent changes. Developing a successful change management plan for CrysTel will have three distinct goals: optimize flexibility, promote innovation, and sustain change. Change management at CrysTel will involve identifying the strengths and weaknesses of departments within the company and applying behavioral techniques that will aid in supporting the change. The change management plan will also need to consider the viewpoints of the leaders who are responsible for carrying out the change and the department workers who are being affected by the change. Finally, this plan will involve deliberate planning and implementation and above all else soliciting the involvement of those being most affected by the change and rallying their support.
The Major Implications of Change at CrysTel
It is quite challenging to reap positive benefits from major organizational changes. "In fact, only about one-third of all organizational changes are worth the effort. Most die, go way over budget and time, or get implemented in a weak watered down version" (Maurer, 2002). The reason that most changes in the workplace fail is not because the change does not provide positives for the organization, but rather because employees resist it. A successful change management plan demands that employees at every level of the organizational hierarchy be committed to the new way of doing things (Maurer, 2002). Behavioral parameters such as leadership, communication, and motivation will determine the flexibility of a department. This flexibility will indicate whether a department is prepared to cope with change or not. CrysTel's organizational hierarchy consists of several departments each of which has its own strengths and weaknesses. The challenge lies in that none of these departments readily communicate with another. The CrysTel Marketing department is weak in communication, does not empower its teams, fails to lead by example, and does not engage in the mentoring of less experienced workers. Similarly, the Sales and Delivery department does not subscribe to a participative leadership style, rarely engages in risk-taking, rarely mentors its teams, and does not proactively resolve conflicts. These two departments are expected to put up the most resistance to change. "Resistance can be as subtle as passive resignation and as overt as deliberate sabotage. Managers need to learn to recognize the manifestations of resistance both in themselves and in others if they want to be more effective in creating and supporting change" (Krietner, 2003). The Marketing department suffers from poorly defined job roles and specific performance objectives. Further, there is a lack of training and mentoring in this department resulting in poor performance. Employees in this department seem to work towards individual goals rather that focusing on team efforts. Job strain, and thus job dissatisfaction, result from having a great deal of demands on one's time and energies, but little authority to control one's own work or make one's own decisions (Keeping talent at home, 2006). There is a positive relationship between job satisfaction and job performance, i.e. happy workers make more productive workers (McShane, 2004). Along with the job satisfaction-performance relationship, there is a strong correlation between job satisfaction and customer satisfaction (McShane, 2004). CrysTel...
References: Debare, I. (1997). More companies turning to full-circle job reviews. San Francisco Chronicle. Retrieved November 12, 2006 from http://humanresources.about.com.
Enlightened Leadership Solutions. (2004). The next step in improving performance through people. Leadership and Management Development. Retrieved November 26, 2006 from http://www.enleadership.com/lmd/index.html.
Keeping talent at home. (Oct. 2006) The Ottawa Citizen. Retrieved November 12, 2006 from ProQuest database.
Kotter, J. P. (1996). Leading Change. Harvard Business Review. Boston: Harvard Business School Press.
Kotter, J. P. (1995). Why transformation efforts fail. Harvard Business Review. Boston: Harvard Business School Press.
Kinicki, A., & Kreitner, R. (2003). Organizational behavior (6th ed.). New York: The McGraw-Hill Companies.
Maurer, R. & Associates. (2002). Change Without Migraines. Retrieved November 24, 2006 from http://www.beyondresistance.com/.
McShane, S. L., & Von Glinow, M. (2004). Organizational behavior: Emerging realities for the workplace. New York: The McGraw-Hill Companies.
Please join StudyMode to read the full document