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Change Management and Communication Plan

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Change Management and Communication Plan
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Change Management and Communication Plan Team C Consultants has been tasked with creating a change management and communication plan for Riordan Manufacturing, an organization that has identified the need to implement a formal customer information system to be used by all employees. To create these plans, Team C reviewed Riordan’s intranet site to understand better different aspects of the organization. Discussed below under the change management plan are the current power structures identified in the organization, structures necessary to implement change, characteristics of the company culture, and the effect of these on behavior. In addition, potential sources of change resistance, implementation strategies, and measurements of success will also be reviewed. With the communication plan, appropriate communication channels, potential barriers, and strategies to overcome those challenges are identified. An e-mail to every employee will detail the changes to the customer information system and the areas that will be affected. The e-mail will explain why the change is needed and the urgency for its implementation.
Change Management Plan
Formal and Informal Power Structures
Riordan Manufacturing is made up of formal and informal power structures. The formal power structure prevalent in the organization, and identifiable through its organizational chart, is legitimate power, which “represents the formal authority to control and use organizational resources based on structural position in the organization” (Robbins & Judge, 2011. p. 422). An informal power structure in place is expert power. The organization is divided into separate departments, each led and managed by employees with expertise in that specific department. The power and political structure of the...

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