Change Management Plan

CrysTel is a telecommunication company operating in Illinois. Its product profile includes cables, wireless solutions, and network development. To keep up with the competition and rapid and frequent changes in the telecommunication business, the company must create a feasible plan. Interactive dialog with employees and apparent management commitment is important for creating satisfaction and enthusiasm to the new, proposed change. The management knows that resistance to change and lack of flexibility can put in danger the progress of an organization and is essential for a smooth transition. With such broad changes on the horizon, the management team needs to verify if the company is ready to implement such changes and if not, what needs to be done to succeed. In order to build a culture that can sustain constant change, the senior management has decided to hire a consultant who would identify the strengths and weaknesses of the departments within the company and apply behavioral change techniques to the teams that are most likely to be receptive to change.

A climate and an employee satisfaction survey were chosen to identify the company’s strength and limitation. The employee satisfaction survey will assess overall job satisfaction, training needs, communication effectiveness, teamwork, and physical working conditions. The climate survey measures the employee attitude towards the leadership style adopted, communication channels, motivation level, and job security (Simulation, 2007).

The results of the surveys revealed that the risk of resistance to organizational change lies within the Marketing and Sales and Delivery departments. The survey also showed that these departments are not strong in empowering their teams, in initiating monitoring activities to train less experienced employees, and following a participative leadership style. The surveys recognized that Marketing and Sales and Delivery departments did not have a history of taking risks, proactively resolving the conflicts, and that they lacked skills in interdepartmental communication and teamwork. Both departments were least likely to adapt to continuous change.

Senior management set long-term work and employees’ relationship examples that will motivate others to perform at a higher level. The management team encouraged employees to discuss and communicate work related issues and empowered employees