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Crystel Change 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...