Change Management Plan I
A vital asset in the world today is the organization structure main purpose of job tasks and coordination. Riordan Manufacturing decided to make changes to the company’s customer management system and has left the task up to individual employees to be the consultants. The company has also decided to form a formal system to manage their customer data. By creating this organizational structure managers will control and delegate assignments to employees starting from the top level down. Changing the informal organizational structure that created more than one boss will cease to cause huge confusion among employees. The most effective organizational structure for Riordan Manufacturing to focus on a customer management system would be the functional structure known as the chain of command. The functional structure starts from the top level executives and extends to the lowest echelon with clear understanding on who reports to whom, and only reporting to one person. Then provisional on the level of deciding power Riordan will set rules on the power limits starting from the bottom to the top for chain of command implementation. Organizational planned change can reach company goals rapidly with the managers identifying new outcomes and objectives. Managers will have a group of leaders to oversee the change and gather the progress and view if any recommended changes. Employee’s emotions will be taking into consideration when executing any new implementations necessary to meet the company’s goal. The details of the plan execution timeframe will also consider which department will be less or more affected. Resistance to the new implementations will use force field analysis that will bring equilibrium to make the changes successful.
According to Robbins and Judge (2011), organizational culture is a system of shared meaning held by members who distinguished the organization from others organizations (p. 520). Therefore, Riordan Manufacturing has a culture that some of its members shared such as innovation, primarily for the research and development (R&D) department. There is no evidence in the organization’s intranet that the rest of the company participates in this part of the culture, and instead R&D and quality is the over-riding focus. Riordan manufacturing also has a culture of team environment and very informal and unclear policies. For example, human resources policies are unclear, and there is heavy reliance on the “open door” policy for complaints and complaint resolution, but most of the time the benefit is not for the employee, but for the organization ("Riordan Manufacturing," 2005, 2006, 2012, 2013). Riordan Manufacturing has a strong culture on outcome orientation, which means that the focus is top performance, identifying new trends in the industry of plastics, and R&D. Unfortunately, there is hardly any emphasis on the development of the employees. Riordan Manufacturing has a culture of employment stability but not forward-thinking. In the organizational employee handbook the focus is in an environment conducive to personal and professional growth, but evidence to the contrary are shown in the satisfaction surveys in the organization’s human resources satisfaction surveys of 2012 ("Riordan Manufacturing," 2005, 2006, 2012, 2013). Moreover, Riordan manufacturing has a non-union culture and no affirmative action plan in place. Management is predominantly White males, and few minorities, women, or older workers in positions of authority ("Riordan Manufacturing," 2005, 2006, 2012, 2013). Some of the potential influences of the corporate culture on employee behavior are the following, for innovation – employees have no incentive for risk-taking and very little reward offered for it - ($25 reward for innovation and their picture in the company magazine ("Riordan Manufacturing,"2005, 2006, 2012, 2013). R&D and quality are catchwords but there is no evidence that quality initiatives have been put...
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