Crystel Change Manage Management

RUNNING HEAD LINE: CrysTel Change Manage Management

University of Phoenix

Introduction

Change is inevitable and one of the only things certain in life. Organizational changes are constantly being made, especially in three areas: structure, technology, and people. “Organizations are interrelated systems, a change in one of three areas is likely to involve a change in the other two corresponding areas,” (NHSC, n.d.). When incorporating and managing change, it is essential to commence the process with adequate preparedness. Being equipped for employee resistance to change will give management an advantage in dealing with the negative repercussions that may transpire because of the enforced change.

Effective leadership can develop a “learning culture and promotion of innovation for organizations to help sustain change” (University, Building a culture for sustaining change, 2004). This change management plan for CrysTel Telecommunications will identify implications of the change process, potential resistance to change, monitoring progress of change, and recommendations for continued success as CrysTel implements change within the organization.

Implications of organizational change

CrysTel Telecommunications hired an outside consultant to determine the level of resistance to change within the organization. A telecommunications company with 2500 employees and $200 million in annual revenue, CrysTel must prepare for impending and emerging changes in technology in order to increase products to consumers and profits (University, Building a culture for sustaining change, 2004). Hiring a consultant to determine which departments have the greatest resistance to change will allow for CrysTel’s leadership to address specific behavioral indicators in order to successfully implement organizational change as needed.

In Workplace Change: Managing Workplace Change, Becker, Tennessen, and Dahl state that some implications to organizational change are: “…addressing concerns about job security and the workplace, increasing change acceptance, identifying the benefits of the change and create incentives for acceptance, perceive management commitment for satisfaction and commitment to the new workplace strategy, broadcast information through interactive dialogue, explain broad goals, and discuss personal implications” (1997).

These implications can result in both positive and negative effects within an organization depending on the way change is handled in an organization. Becker et al, also state that the most common question employees will have, when it comes to change, will be,” (1997). In order for employees to feel as if management has considered the implications of organizational change, leaders and managers should avoid the following mistakes while managing workplace change: “…do not rely on formal presentations and written materials; do not assume that since you've "told them already," you don't need to tell them again; don't assume that change management starts with move-in and stops after it. It begins when the project begins and continues after occupancy; do not focus on the physical design and technology and short-circuit the cultural issues. Involving staff throughout the design process is not the same as involving them in a long-term cultural change process,” (Workplace Change: Managing Workplace Change, 1997).

CrysTel’s marketing and sales departments have been determined to have the weakest areas in employee and job satisfaction. The marketing department showed significant weakness in areas of employee and senior management communication, team empowerment, and employee mentoring. The sales department showed weakness in areas of leadership, risk taking, and abilities to resolve conflicts. These weak areas are responsible for employee absenteeism and turnover as well as lack of employee motivation. Through the initiation of employee satisfaction and climate surveys, management will be able to consider recommendations that target employee needs in order to successfully implement some measures to manage the resistance to change.

Managing resistance to change

Finding ways to reduce or eliminate the resistance to change is an important step in the change process that leaders and managers should not ignore. According to Kotter & Schlesinger, there are four reasons that people resist change. The four reasons are: 1) parochial self-interest; 2) misunderstanding; 3) low tolerance to change; and 4) different assessments of the situation (Six Change Approaches, 1979). It is important