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Change Management Plan Paper and Defense Running head: Change Management Plan Paper and Defense Change Management Plan Paper and Defense University of Phoenix MBA
Change Management Plan Paper Change Management Plan Paper Rapid change pervade today's business environment and a company's success often hinges on its ability to
CHANGE MANAGEMENT PLAN PAPER- CRYSTEL Change Management Plan Paper and Defense: Crys-Tel Rapid change pervade today's business environment and a company's success
Change Management Plan Paper Running head: CHANGE MANAGEMENT PLAN Change Management Plan Paper University of Phoenix Change Management Plan Paper This paper will
Change Management Plan and Defense Change Management Plan Paper and Defense Introduction CrysTel is a telecommunications company providing products, which include
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Change Management Plan Paper and Defense: Crys-Tel
Rapid change pervade today’s business environment and a company’s success often hinges on its ability to effectively adapt to this change. Companies that establish change management strategies and design organizational structures conducive to open communication and teamwork, often fair better than those stuck with a purely hierarchical structure. Crys-Tel Telecommunication Company is based on Illinois and offers a diverse line of products and services. Crys-Tel is experiencing regular changes in both the administrative and technological side of the business. Crys-Tel management is concerned with optimizing flexibility, promoting innovation and coping with frequent change and has decided to apply behavioral change techniques through the use of a consultant in order to build a culture that can sustain constant change.
Through climate and employee satisfaction surveys, Crys-Tel isolated several negative implications change will have on the company if CrysTel management leaves the present structure and processes as is. These behavioral implications also serve to stress why the current situation is not conducive to transformation and how these two departments might even serve to undermine change efforts. Employees in both the Sales and Delivery and Marketing departments expressed concern over the lack of communication among Crys-Tel departments and the power levels. Employees surveyed also felt that managers do not lead by example, that there is little company mentoring, teams do not feel empowered, and that both departments lack a culture of risk-taking and conflict resolution. Change in such an environment would likely result in operational confusion, a faltering commitment to Crys-Tel’s mission and, eventually, low employee morale. (UOP, 2008).
Failure to concentrate on the implications of change on the current structure will negatively affect the Crys-Tel; the ramifications of...
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