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CrysTel, an Illinois based telecommunications company, offers a diverse line of products and services. Due to the frequent advances in the telecommunications field, regular changes in both the administrative and technological side of the business are anticipated. "Companies in every industry are increasingly being challenged to build the capacity for change, not only in response to competitive and technological pressures but also in anticipation of those changes" (Kerber & Buono, 2005, p.23). The top management at CrysTel 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.
Implications of Change
"The driving force of culture change is the marketplace. Its urgencies represent the only compelling rationale for organizational change" (D'Aprix & Tyler, 2006, p.23). In order to determine if CrysTel is ready to handle constant change, two surveys were handed out by a consultant to analyze each department, determine where issues exist and training is necessary, and overall which departments are the strongest and the weakest. The first survey was an employee satisfaction survey that was used to quantify satisfaction with work related issues such as communication, training, working conditions, benefits, supervision, and teamwork. Using the data collected by surveying the departments at CrysTel and completing an analysis, a determination was made indicating which two departments required further attention and improvement efforts. Before change efforts can be put into place, existing issues within the departments must be resolved in order to decrease the level of resistance and the risk of failure implementing continuous change. The following table illustrates the results of the consultant's employee satisfaction survey and illustrates the 9 criteria the survey was based...
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