Case Study: Riordan Manufacturing

Riordan Manufacturing Change Management and Communication Plan Riordan Manufacturing has been in business for over a decade and has been named an industry leader as a global plastics manufacturer because of their materials and identifying trends (Apollo Group, Inc., 2013). Because this organization is known for their contemporary mode of conducting business, a new formal system is being implemented for managing customer information that all employees will be required to adopt.

Change Management Plan
Formal and Informal Power Structure Riordan Manufacturing utilizes both formal and informal power structures. Riordan Manufacturing employs formal authority to officiate the organization with structural positions that supports
Implementation is the most important part of the changes; if not done properly the changes will be disrupted and delayed. The first step is making sure the right people are on board. Those chosen must have the skills to enforce the changes. Training will be given over12 months to ensure employees feel competent with necessary skills. The second step will be monthly meetings to review the progress of the changes. Supervisors must have clear, open lines of communication with their employees. Third, a scorecard system will be put in place to track progress of the changes. Finally, the culture of the organization needs reflect employees feel comfortable with the changes. To accomplish this, Riordan Manufacturing will reinforce the strategy and vision of the system changes. Deadlines will be scheduled for the change to be fully completed and there will be consequences for missed deadlines that will be clearly communicated to each employee. Executed strategies over the next twelve months will allow Riordan Manufacturing to evaluate the success of the changes occurring. Monthly meetings will determine the changes are progressing and allow any negative concerns to be brought to the attention of executive management. The leaders of the company will be held to a standard and evaluated on their contribution to the changes assess whether they
For the video conference conducted with the China location, there will be a translation option where those who speak Chinese will be offered headphones that will translate the information being communicated by Yvonne McMillan, the Director of Human Resources. At the conclusion of the video conference, it will be announced that the three Employee Relations Specialists working under Ms. McMillan will each be visiting one of the three plants in the U.S. to meet face to face with employees and address any concerns they may have regarding the changes announced in the video conference. Ms. McMillan will be traveling to China, with a translator, to attend to the any employee concerns at that