Summary: Riordan Manufacturing

Management Change and Communication Plan
Riordan Manufacturing currently uses a bureaucratic hierarchy ladder as an organizational structure. The company founded by Dr. Riordan in 1991, grew substantially dividing into regions that include California, Michigan, Georgia, and China. The company is looking to apply a formal system for managing their customer information. Team “E” has been selected to develop this strategic change in management plan. A complete change management plan identifying current practices, organizational structures, employee behavior, and a highly effective organizational structure will allow Riordan Manufacturing a successful change. Secondly, a communication plan proposed to execute the new changes within the organization
The top executives are in a higher age group of 40-59, their expert power and political structures allows the communication process to be successful. Executing a managerial change to technologically advance the position of the company and continue to embrace innovation to succeed the organization as one entity. Top corporate executives can succeed this plan by implementing a referent and legitimate power structure to communicate the changes within the organization as a positive direction in innovative advancement.
Riordan Manufacturing operates in a matrix structure. Change is essential from Jane McCall, senior vice president of research and development Kenneth Collins, and Chief operating officer Huge McCauley. The conversion will affect every director, vice president, and sales representative. Employees believe their behavior determines their employment with the organization. Failing to obey, results in confrontations with multiple supervisors. Stress bestowed upon management’s tactical approaches will either command better performance or not. Resistance will occur when sale representatives listed in section1.1 do not receive a clear understanding as of why change is vital. The same applies to sales assistants listed below in section 1.1. Sales representatives may perceive the change as detrimental because of learning a new operating system (Robbins & Judge,
Formal channels of communication are the best forms of communication to use because of the accountability and high standards it demands. Memos, letters, bulletins, emails, and newsletters will all be used to communicate most effectively between all levels of the company. When an employee signature is required to acknowledge the receipt of an important procedural or policy change the form must be signed and dated by all applicable employees and returned to the human resources department 5 days prior to the change taking effect. The downside to this form of written communication is the delay in processing and the amount of resources spent to accomplish the communication (i.e. postal cost). The largest disadvantage to the use of written communication is the lack of employee feedback. The surveys given to employees are to be completed using electronic communication of online discussion groupware. The most significant barrier Riordan Manufacturing would be an overload of information to the employees. Information overload will result in a lack of proper retention of information given. Bi weekly status updates and review of recent material learned will be delver to employees as an e-newsletter. An example of a formal communication is