...Change Management and Communication Plan Introduction Change Management Plan There are both formal and informal power structures within Riordan Manufacturing. Power structures consist of the President and CEO, Dr. Riordan. Followed by the Chief Operating Officer (COO), which represent the top executives of Riordan Manufacturing. “Informal power structure refers to leaders, who are not necessarily in management, but are able to lead others to achieve goals or accomplish certain tasks.” (Daveron, 2013) These informal power structures refer to the managers that lead their groups and influence on their employees to achieve their goals. Improvements are always needed even though Riordan Manufacturing already has a successful foundation. Cross-functional teams would be a step to making improvements within the organization, which will help provide stronger teams. “Allows departments to communicate effectively, develop, solve problems, create, and sell the company products effectively through the diversity of the company’s employees.” (Robbins & Judge, 2013) Departmentalization would be the structure to use where you can group certain activities into departments. There could be some issues that arise from using departmentalization because each individual or employee has something special to offer that the company should be aware of. Culture changes within an organization can be seen as negative situation for employees, and can result in bad performances or behavior. When being...
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...Change Management and Communication Plan Names Date Course Facilitator 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...
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...Crisis Management Communication Plan HCS/350 11 Nov 2013 Crisis Management Crises are events that have the ability to threaten the viability of the organizations within which they occur. Crises are extraordinary events with great potential to do harm to people, businesses, and organizations. Crisis management consists of three distinct phases: crisis prevention, crisis response, and recovery from the crisis. This paper will focus on the communication that is used during the management of a crisis. It will briefly describe how communication dynamics differ in times of crises, ways to reduce stress during a crisis, and ways to resolve communication challenges. Communication Dynamics Communication dynamics may differ during times of crisis, mass trauma, or disaster simply because of the stress levels that are associated with them and the staff members that are affected during the situation as well. Resolution of communication problems requires creativity (Pearson & Sommer, 2011). The more creative the staff is, the quicker they can resolve the issue at hand and communicate more effectively. If a staff member who is normally quiet and well-mannered becomes loud, irritable, and aggressive during a crisis this can disrupt the entire team. If there is more than one staff member who has a personality or demeanor that changes during a crisis it will create chaos in the department. The department manager needs to know of these possible changes and have a way to circumvent...
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...Change Management and Communication Plan MGT/311 Change Management and Communication Plan In order to support Riordan Manufacturing in their efforts to make changes to the company customer management system, this proposal will serve the purpose of converting it into a formal system for managing customer information. This new system will serve as a singular method used by all employees’. Management Plan After reviewing the Riordan Manufacturing company, the organizational design can be compared to a bureaucracy as well as a matrix structure. Riordan Manufacturing has several vice-presidents as well as directors for all their sections whom ultimately report to the President and CEO Dr. Michael Riordan. Like the military, this company also has a structured chain of command. This depends on standardized work processes for coordination and control. Each department has a specialized division which works under a manager whom reports to a vice president of that section. It has been said that “Power corrupts, and absolute power corrupts absolutely,” too much of anything can be negative and power is no exception to the rule. With the changes in managing customer information, leadership must start from the top all the way down to bottom if this new system is to be successful. Political behavior is important when it comes to change, this power can seriously hinder or help when it comes to new policies in a work environment. With change may come some resistance from some employees’...
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...[pic] Change Management & Communication Plan Kayala Allen & Barbara Nelson MGT/311 July 23, 2012 Dr. Lisa Babin Verret Change Management and Communication Paper Change is subject to happen at any given time within a company. Basically companies make changes to improve the work environment and to make sure they stay in business. There are always reasons behind changes. This may be because of technology, competition, or even politics. As for Riordan Manufacturing, this company has decided to make a change to its customers’ management system. In doing so, consultants are tasked with developing a change management plan. With this plan, the consultants will have to identify the current formal and informal power structures and how it may affect employee behavior, identify the best organizational structures that will help Riordan accomplish their planned changes, identify the potential effects of the chosen structure on employee behavior, identify the characteristics of the company’s culture on employee behavior, identify the potential sources of resistance to change, recommend a strategy to implement the changes over the year, and to indicate how they will evaluate the success or failure of the planned change. Another job the consultants are tasked with is creating a communication plan. This plan requires them to choose the most appropriate channels to communicate the change to the employee, to identify the...
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...Team A Management and Communication Plan XXXXX MGT/311 February 25, 2014 Instructor XXXX Team A Management and Communication Plan Introduction Riordan Manufacturing has requested team alpha as consultants to implement a single customer managing system. Team alpha must create a management plan, since the company does not have a formal management plan in place. Secondly, the team will devise a communication plan for Riordan Manufacturing. The management and communication plan will include outline details of each system. A conclusion at the end of the paper will explain why this would an optimum plan for Riordan Manufacturing. Change Management Plan Since Riordan Manufacturing does not have a formal customer managing system for their employees, Team alpha must first create a formal power structure that informally empowers all employees effectively. The management plan will examine the business culture, employee’s behavior, and employee’s resistance. Backup strategy implements are included at the 12-month period if the primary power structure fails. First, team alpha will discuss their primary power structure. Current Formal and Informal Power Structures The current power structure at Riordan Manufacturing based on the principle of using controlling force to motivate their employees. The company uses threatening tactics with negative write-ups or even termination. This type of formal power structure is a coercive power structure. The negative formal power structure...
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...Change Management Plan Change Management and Communication Plan Riordan Manufacturing does not currently have any formal management system for managing their customer information. Informally this system has been left up to each individual employee. However, the new formal system created will require employees to use one customer management system. Our aim is to apply a more formal management structure to help achieve company goals and deliver better value to the customer as well as assisting in the success of Riordan Manufacturing. With a formal system the managers will be allowed to monitor the different work assignments passed on to the various employees starting from the top to the bottom. We believe the most appropriate structure would be the chain of command management system. Illustration I With the decision power from top to bottom employees on the same level will have the same decision-making power as the other employees on that same level. Before the informal structure was not working for the company because there was not one certain employee in charge. This made it easy to place blame on others, and there was no particular rush on most projects. With the change of command in place employees will have someone to go to when he or she have questions or problems. According to (Kelchner, 2012), “Companies without a clear chain of command can create an atmosphere of uncertainty and chaos, which affects the morale of all workers in the organization...
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...Crisis Management Communication Plan Katherina Fabi HCS/350 February 4, 2014 Djuanique N. Slaughter, MPA, RHIT Crisis Management Communication Plan Crisis is defined as an unexpected, sudden turn of events or set of circumstances requiring an immediate human response. The word crisis comes from the Greek root word krisis, meaning “turning point.” There are different types of crisis: developmental, situational, and adventitious crisis. In health care settings, most crises are situational. For example, while working in the Intensive Care Unit (ICU), a client who was awake and alert two hours ago, suddenly became unresponsive. The client was assessed for responsiveness. The client was not breathing and pulseless. Immediately, a code blue was paged overhead, and the team rushed over. The team consists of the primary nurse, emergency physician, respiratory therapist, critical care nurse, recorder, and the emergency medical technician (EMT). The House Supervisor and charge nurse are also available to direct traffic and assist with the code blue. Each team has their own roles and responsibilities during a code. A team leader is usually the critical care nurse until the emergency physician arrives, and he or she takes over the role as team leader. The team leader designates the recorder, the nurse who is administering the intravenous medications, someone doing the compressions, and someone giving breath to the client. Each one working together as a team to resuscitate...
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...A Crisis Management Communication Plan One must always expect the unexpected and prepare for the unforeseen in order to live up honestly to the universal principles of health care. Beyond the standard day-to-day challenges, this necessity of preparedness is pushed to the extreme in the event of a mass causality incident (MCI). A large explosion in a crowded stadium represents the epitome of crisis management, as present emergency medical officials are immediately overwhelmed and the high number of casualties can overwhelm even the largest of hospitals—requiring adherence to a general crisis management plan. The near proximity between the explosion and the hospital, as well as the high concentration of casualties in one place, pose unique challenges that would not otherwise be present and require a higher degree of emergency communication to be effective. The Scenario On a Thursday night, the Fresno Grizzly baseball team is hosting an exhibition game with the San Francisco Giants at Chukchansi Park baseball stadium with an attendance of just over 14,000 people. During the planned post-game firework show, there is a mechanical error, causing a long series of explosions. The far section of the stadium is immediately structurally damaged and collapses, while a gas fire quickly erupts, engulfing over half of the stadium and several nearby buildings. Chaos quickly erupts in the nearby area, as crowds from the stadium and the nearby Seland Arena erratically stampede into the streets...
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...Running head: CHANGE MANAGEMENT AND COMMUNICATION PLAN Change Management and Communication Plan Organizational Development MGT/311 January 11, 2012 Change Management and Communication Plan Riordan Manufacturing has decided to implement a formal customer management system, which will be used company wide. Our job as consultants is to assist Riordan in planning and implementing the change so that it goes as smoothly as possible. Current Formal and Informal Structure Riordan Manufacturing functions with a bureaucratic structure and a system based on formal power. According to the organizational charts, the organization is departmentalized into functional areas based on the scope of work. The organization also breaks down jobs and departments based-off of specialization. Each department or division has a VP that oversees the department and reports to the chief executive officer. Each VP has managers who manage a number of employees. This system allows effective and strategic management throughout the organization. This also allows decisions to be disseminated throughout the organization with ease. The system is very common and popular throughout organizations today. Front-line employees report to managers, managers report to directors or regional managers, directors report to division VP’s, and VP’s report to the chief executive officer. This system allows systematic communication. The power and political structure of the organization may frustrate employees...
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...Crisis Management Communication Plan Communication is a very important aspect in the health care setting. During major crisis communication lines may be affected by mechanical failures, downed phone lines, or electrical shortages. The crisis will also affect family members, staff members, and even media outside the hospital. In times of crisis everyone has to think critically about completing tasks and making quick decisions so that the most effective solution and safety is accomplished. In all health care organization there are policies and procedures on what to do during mass trauma, disaster or fire crisis that is implemented for the safety of all employees and patients. The plan for crisis communication would be to prepare and document internal and external emergencies through the organization. Although the plan cannot prepare us for every situation, the policies, procedures, and benefits of the health care facility can help contain the situation, prevent injury, death, and helps provide health and medical resources to patients During major disaster lines of communication systems may become disrupted. Wireless telephone networks, radio, television broadcast, satellite, and internet may be interrupted. This could add stressors during emergencies because it would prevent effective communication from being transferred. Communication dynamics can cause stress which in turn can affect everyone physically, emotionally, psychological. This can impact communication when...
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...Change Management and Communication Plan Damon , Kesha , MGT/311 Change Management and Communication Plan Riordan Manufacturing has a prevailing structure and an organization based on formal and informal power. The obvious formal power structure identified through its organizational chart, is legitimate power. Legitimate power “represents the formal authority to control and use organizational resources based on structural position in the organization” (Judge & Robbins, 2014. p.414). The vast division of the departments and managers within the organization, leads the team to believe that the informal power structure being utilized is, expert power. The only downfall from using expert power, is the creation of a disconnection between the front line employees and their executive officers. Obvious within the organization is the power and political structure and its effect on employee behavior. Communication amongst several levels of management entails employees to leverage their power and political influence within the organization so that the desired goals and outcomes are reached. Riordan Manufacturing is no small town plastics manufacturer, with over $1 billion in sales and well over 550 employees, this organization is here to stay. Because Riordan would like to standardize its process across all levels of management, the implementation of the bureaucratic structure will best outfit them and help them accomplish their planned changes. According to Judge &...
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...Adler Roseme Conflict Management Plan 3/01/2015 MGT/311 Edward Skornia 1. Identify the available conflict management strategies and their strengths and weaknesses. |Strategy |Strengths |Weaknesses | | |When up against a deadline a person may |Team member on the losing need of a decision| |Competing Strategy |give up power to gain a win. Where this |may become less willing to assist in other | |Long-termaction plan that is devised to |works is when you know you have the right |projects. | |help a company gain a competitive |solution, because a fast decision is | | |advantage over its rival. |required | | | | | | | | |May take a long time to complete goals | |Collaborating Strategy |Team member try to understand other team | | |When in conflict, people try to work |members views in order to find solutions...
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...Communication plan Internal communication 1.1 Regular meeting The project team will hold regular meeting throughout the project development period in order to improve the communication between project team members. |Type |Attendee |Frequency of meeting |Purpose |Meeting leader | |Management |All managers |Weekly |Ensuring the proper progress of the |Project manager | |meeting | | |project and resolving possible problem | | | | | |related with the project. | | |Departmental |All members of the |Weekly |Ensuring the proper progress of the |Department manager | |meeting |department | |work of the department and resolving | | | | | |problems faced. | | 1.2 Project report All department managers will deliver work report regularly to present the outcome of their works to ensure the proper quality and progress of the work of all departments. |Type |Reporter |Purpose |Frequency of the report | |Project progress report |Project...
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...of my management communication style. I identify areas for improvement while providing a plan to remedy each area. In my paper I label myself an assertive communicator, whether I am speaking or writing I try to express information clearly, appropriately and respectively. I go on to write about my process of improvement, and also how I can change my style. In my process of improvement I also plan to do a lot of brainstorming before writing or speaking, another process of improvement will be blogging. By blogging I can see what I am doing wrong and work on my deficiencies. MANAGEMENT COMMUNICATIONS ASSESSMENT AND IMPROVEMENT PLAN I would label my management communication style as being assertive. I can usually relay my message quite well, and I try to always develop a plan on how to relay my message without being over bearing. I also try to be very consistent when making my points and getting them across. How, where and when I choose to comment is more important to me than what I am saying. When communicating I like to maintain eye contact, keep good body posture, gestures and keep the level of my voice to a minimum. My communication style is far from perfect, I can improve on being more effective, and adjusting my writing style. Being more effective, sometimes I don’t know what to say, or even how to effectively relay the message. My plan to remedy this area in the future will be to organize and clarify ideas in my mind. My plan is to...
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