Change Management and Communications Plan MOONE PART
Change Management and
Communications Plan
Kashmir Spells, Olivia Wagner, Rufus Moone
MGT 311/ Organizational Development
March 19, 2015
Edward Dempsey
Introduction
Riordan
Manufacturing, a $46 million dollar earning global plastics manufacturer, is implanting a new customer management system. This system will allow Riordan to consolidate and unify all customer information into one database. The current lack of a unified system creates an enormous issue for the company; it creates the inability to share customer information across the departments or operating entities. There will be a significant amount of change made to implement this new software.
Change management Plan
1. Observe
Current Structure
Riordan
Manufacturing currently has three operating entities
2. Implement
New Structure
Implementing
change in a pilot group
structure
3. Analyze
the Effect of the Structure and
Riordan Manufacturing Culture
Feedback
from the pilot group
Change Management Plan
Continued
4. Potential
Effects of Employee Behavior
Resistance
of change because of uncertainty
5. Recommend
Implement
6. Measure
a Strategy little by little
Success or Failure
Weekly,
monthly, quarterly open discussions for feedback 7. Adjust
Make
any changes toward success
Communication Plan
DEVELOP
HANDS ON DECK MEETINGS
EACH DEPARTMENT WILL HAVE MANDATORY MEETINGS TO
ANNOUNCE
CHANGES
SIGN IN AND OUT IS REQUIRED
MANAGERS ARE RESPONSIBLE FOR EACH STAFF MEMBER TO
ATTEND
Notifications
form letter announcing company changes via email, us postal service and television commercials
Media announcement via Facebook and Twitter
Conclusion
The next steps in the change process will be:
Testing and training management on the new system
Modifying any glitches within the system reported by management
Each department being trained in groups of ten employees
Monitoring the installation of the system for each department
All Hands
Communications Plan
Kashmir Spells, Olivia Wagner, Rufus Moone
MGT 311/ Organizational Development
March 19, 2015
Edward Dempsey
Introduction
Riordan
Manufacturing, a $46 million dollar earning global plastics manufacturer, is implanting a new customer management system. This system will allow Riordan to consolidate and unify all customer information into one database. The current lack of a unified system creates an enormous issue for the company; it creates the inability to share customer information across the departments or operating entities. There will be a significant amount of change made to implement this new software.
Change management Plan
1. Observe
Current Structure
Riordan
Manufacturing currently has three operating entities
2. Implement
New Structure
Implementing
change in a pilot group
structure
3. Analyze
the Effect of the Structure and
Riordan Manufacturing Culture
Feedback
from the pilot group
Change Management Plan
Continued
4. Potential
Effects of Employee Behavior
Resistance
of change because of uncertainty
5. Recommend
Implement
6. Measure
a Strategy little by little
Success or Failure
Weekly,
monthly, quarterly open discussions for feedback 7. Adjust
Make
any changes toward success
Communication Plan
DEVELOP
HANDS ON DECK MEETINGS
EACH DEPARTMENT WILL HAVE MANDATORY MEETINGS TO
ANNOUNCE
CHANGES
SIGN IN AND OUT IS REQUIRED
MANAGERS ARE RESPONSIBLE FOR EACH STAFF MEMBER TO
ATTEND
Notifications
form letter announcing company changes via email, us postal service and television commercials
Media announcement via Facebook and Twitter
Conclusion
The next steps in the change process will be:
Testing and training management on the new system
Modifying any glitches within the system reported by management
Each department being trained in groups of ten employees
Monitoring the installation of the system for each department
All Hands