July 29, 2013
Change Management and Communication Plan
A need for change has been identified in Riordan Manufacturing and implementing that change requires careful steps and considerations. To ensure the smooth implementation of a new customer service information and management system, current formal and informal power structures must be identified within the organization, along with how these structures influence employee behavior. Management must then be trained to anticipate how changes to those structures will impact said behavior.
Power and politics fighting over the reins of behavior
The current formal and informal power structures within Riordan Manufacturing consist of empowering employees to form their own decisions without the direct approval of a superior. Middle management or the financial offices have often made the larger business decisions without being monitored by a trained upper management staff. It is believed that this is the cause of multiple failed business ventures. While a lack of a hierarchy may make employees happy, it negatively affects the overall productivity of the company. Such a loose hand on the reins may indeed cause managers to be lax in regulation enforcement and be a primary reason behind employee laziness, absenteeism, and poor performance. Creating a more formal, machinist power structure with a stronger hierarchy will hopefully show an increase in employee effort.
Improving the organizational structure
Changing such an integral portion of an organization’s foundation is easier said than done. Changes will focus primarily on increasing employee, and therefore organization, effectiveness without negatively affecting job satisfaction and involvement. Implementation and maintenance will be performed through detailed, helpful training courses custom-tailored to employee needs. The sessions will also serve to gain feedback for future advancement of both the system and the organization.
As stated previously the organizational structure can be improved by becoming more machinist and vertical as well as the implementation of the new system. The training and implementation of an intelligent upper management team would aid in keeping company directives on track with improving productivity. This would also create a stronger body for the creation and implementation of regulations which encourage stronger employee participation.
Behavior reacting to structure
Riordan Manufacturing’s decision to implement a customer service management system will help the flow of processes with customers. Management knows and understands the great deal of responsibility placed upon all employees to manage customer information. Relieving it through implementation of the new system will encourage employees to increase performance. Creating a stronger power structure still encourages positive employee behavior while setting boundaries to ensure productivity. This in turn encourages a more vertical organizational structure which creates better avenues for change and advancement within the company.
Company culture molding behavior Riordan Manufacturing is a global plastics manufacturer employing 550 people, with a majority of its employees within the ages of 30-49. The company has a primarily Caucasian workforce and is comprised of over 60% male employees. The organization’s products include plastic beverage containers produced at its plant in Albany, Georgia, custom plastic parts produced at its plant in Pontiac, Michigan, and plastic fan parts produced at its facilities in Hangzhou, China. Riordan has several programs which have direct influence on its employees; including tuition reimbursement, training programs, and promotion through performance. The organization appears to be neutral in its stance on cultures and focuses rather on teamwork and innovation. One of the more successful programs that an organization