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Change Management And Communication Plan Essay

745 words - 3 pages

Change Management and Communication Plan
Damon , Kesha ,
MGT/311

Change Management and Communication Plan

Riordan Manufacturing has a prevailing structure and an organization based on formal and informal power. The obvious formal power structure identified through its organizational chart, is legitimate power. Legitimate power “represents the formal authority to control and use organizational resources based on structural position in the organization” (Judge & Robbins, 2014. p.414). The vast division of the departments and managers within the organization, leads the team to believe that the informal power structure being utilized is, expert power. The only downfall from using ...view middle of the document...

Managers are aware that due to the lack of modification and deficiency of input from employees, the employees are going to become disgruntled and believe that their feedback is not valued.
The organizational culture at Riordan is very similar to any organization, they preach fairness, trust, dedication, revolution and of course teamwork. This culture will play a part in the performance of the workers, which is why Riordan strives to provide a strong culture for its employees. What separates this organization from others is its unwillingness to provide the standard service. Riordan goes above and beyond when providing for their customers, if a solution is available they will find it and use it to the best of their ability. Although considered one of the most efficient companies in the field of manufacturing, Riordan must learn when and how to implement change effectively.
Employees within the company do not handle change well and may become resistant if afforded the opportunity. Resistance to change can be caused by the fear of not knowing, unawareness of change, and job security just to name a few. As a leader, one must understand what their employees are feeling and thinking. There are a few strategies for resistance that will assist Riordan in managing resistance to change. First, involve employees who are interested in planning for change by incorporating their ideas. Second, clearly define the need for change by...

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