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TeamC-Change&Communication Plan

A production plan that maintains records of the

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databases in each of the five teams. A production plan that maintains records of the number of units produced shows the outcome orientation side of Riordan where the focus is on results and outcomes rather than techniques. The cultural can sap employee satisfaction as shown in the employee survey. Also focusing on the outcomes can hinder intellectual breakthroughs for Riordan. When a person understands that there is going to be a resistance to the change that occurs will help a person be successful in the change that happens. With the resistance you anticipate it to happen, you identify the sources of the
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4 changes and the reasons for the changes, and then you modify the efforts to manage the issues from the changes (Lee). It makes someone check their assumptions and forces them to clarify what they have done. There are 8 different ways to reduce the resistance to change: Involve interested parties in the planning of change by asking them for suggestions and incorporating their ideas. Clearly define the need for the change by communicating the strategic decision personally and in written form. Address the “people needs” of those involved. Disrupt only what needs to be changed. Design flexibility into change phasing it in wherever possible. Be open and honest. Do not leave openings for people to return to the status quo. Focus continually on the positive aspects of the change. Be specific where you can. Deliver training programs that develop basic skills as opposed to processes such as: conduct in meetings, communication, teambuilding, self-esteem, and coaching . The management group at Riordan Manufacturing developed a strategy that will be followed to implement the necessary changes over the next twelve months. Management expects to experience resistance to the proposed change so the first step is to detail the importance of the change to the employees and stress the urgency of the change. Next, an enthusiastic and committed group of employees shall be chosen to oversee the implementation process including at least one manager and/or employee from each department. This group will work with Riordan Manufacturing’s management to create a clear and precise vision of the change and what the organization expects as the desired outcome.
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5 Change Management and Communication Plan Throughout the time frame the change is implemented, management should maintain constant contact with the employees to inform them of the status and what to expect in the future. Employees that do not feel they are educated about the changes or feel left out are more likely to increase their resistance. Communication is a key step to the success of the implementation process at Riordan Manufacturing. The employees shall be empowered to make decisions without management approval as long as the decisions are in line with the organizational goals and the changes that are being implemented. Management should anticipate complications and be ready to adjust the implementation strategy whenever necessary. Riordan Manufacturing should acknowledge successes throughout the implementation of these changes.
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