Leading Change
Running head: CHANGE MANAGEMENT PLAN AND DEFENSE
Change Management Plan and Defense
Shomik Das
Transformational Leadership / MBA 520
University of Phoenix
Apr, 2008
Change Management Plan
CrysTel is a telecommunications company employing 2500 workers and generating annual revenues of $200 million dollars. Though not facing any current need to change, executive management nonetheless wishes to ensure the company remains flexible. To that end, management has decided to identify strong and weak areas of the organization, such that applied behavioral change techniques will build a culture that can sustain future change.
Anticipating the need to diversify its business through the offering of new products and services, CrysTel has commissioned a company-wide survey. The survey’s purpose is to determine which internal departments would most easily adapt to change and which would be most resistant. Both an employee satisfaction and climate survey were undertaken with good result. The employee satisfaction survey quantified general satisfaction in the areas of supervisory guidance, teamwork, and communication. The climate survey was useful in measuring employee attitudes toward leadership, communication channels, motivation levels, and job security.
Through the use of these surveys management was able to further understand the current behavior parameters within each department. Human Resources, Technology Operations, and Technology Development were found to be the strongest rated departments overall in the survey. Conversely, the Marketing and Sales and Delivery were identified as weakest.
The Marketing department showed weaknesses in employer and senior communication, empowering teams, and mentoring activities to train less experienced employees. Sales and Delivery failed to follow a participative leadership style, did not take risks, and did not proactively resolve conflicts. These...
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