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Change Management: Crystel

CHANGE MANAGEMENT: CrysTel

Change Management: CrysTel Telecommunications

MBA 520: Transformational Leadership
Marsha K. Hardeman
January 29, 2007


Change Management: CrysTel Telecommunications

Introduction
Change is constant. Change in organizations is said to often be made in three areas: 1) structure, i.e. new services or programs; 2) technology, i.e. alteration in equipment and/or automation; and 3) people, i.e. selection, hiring, training, relationships, and attitudes. The book, Managing Change, states that, "…because organizations are interrelated systems, a change in one of these three areas is likely to involve a change in the other two areas as well" (NHSC, n.d.). The key to incorporating and managing change is to begin the process with preparation in the areas which will be affected. Preparing for employee resistance to the change process can give leaders and managers the upper-hand in trying to avoid the negative implications to organizational 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 change, 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 a consultant to determine the level of resistance to change within the organization. A communications 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 (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...