Mba 520 Change Management Plan

Mba 520 Change Management Plan

MBA 520 Change Management Plan

CrysTel is a telecommunications company that has seen changes since it was formed and understands that a behavioral styles research leadership style is needed to help its Marketing and Sales Delivery departments overcome below average performance and become one that can adapt to changes in the upcoming future. An effective change management plan with the proper leadership style is one that can get CrysTel to plan and implement a range of immerging telecommunication technologies. CrysTel is likely to change its product portfolio or offer new products on a regular basis and with the proper changes in place, CrysTel will be a stable player both inside and outside of their markets.

CrysTel is a telecommunications company that has undergone numerous changes since it was formed. CrysTel has recently managed its technological changes successfully but with advances in technology and the changes that take place internally and externally, will CrysTel be able to sustain their achievements or will the changes be overwhelming. Currently CrysTel has an employee force of 2,500 and an annual revenue of $200 million. Their product profile includes data cables, wireless solutions, and network development.

CrysTel is divided into five different departments that make up their organization structure. “This refers to the division of labor as well as the patterns of coordination, communication, work flow, and formal power that direct organizational activities. An organizational structure reflects the organization’s culture and power relationships,” (McShane & Von Glinow, 2005, p. 5). The first is Technology Development. This department develops the technology required for CrysTel’s product line from initial design to the transition to operations. In this department, project managers display a participative form of leadership in assigning tasks and setting work schedules. The teams working on either Business Systems or Network Systems are encouraged to work together to proactively resolve work related problems. They are also encouraged to approach a conflict resolution committee to resolve any unresolved problems they may have. Good conflict management is in place to ensure productivity, “Interventions that alter the level and form of conflict in ways that maximize its benefits and minimize its dysfunctional consequences,” (McShane & Von Glinow, 2005, p. 5-6).

Technological Operations, this department delivers, maintains, and manages the network, coordinating closely with teams from across the organization to deliver on-time services. This department follows a team structure to complete projects. All team members are required to make decisions based off the area of their expertise. However, overall responsibility of managing the schedules and delivering the projects on time is with the project managers. This department has a formal forum to address conflicts within their department.

The Human Resource (HR) Department focuses on identifying skill gaps and creating proactive learning initiatives to close them, generating future business leaders through successful planning, and developing performance managing systems to harness the true potential of its workforce. The HR personnel communicate regularly with each other and other employees to create a continuous feedback system. They use the feedback to improve workplace practices and HR initiatives. This department is under the control of their HR Director Mary Jo and she acts as a mentor to her employees and is always sending them for additional education courses in their field to make them better prepared to service CrysTel as an organization. Mentoring, “the process learning the ropes of organizational life from a senior person within the company,” (McShane & Von Glinow, 2005, p. 37-38). Mary Jo asks “how can I help you”, rather than dictate one direct order. This is a form of servant leadership, “the belief that leaders serve followers by understanding their needs and facilitating their work performance,” (McShane & Von Glinow, 2005, p. 32).

The Marketing Department communicated new technology to its customers. It works with the Technology Development, Technology Operations, and Sales Departments from concept to delivery. This department is involved in styling technologies to customers needs, implementing public relation activities, and promoting advertising campaigns. The department currently lack interdepartmental communication and teamwork. This is because the department has several teams working in differently parts of the country. Lack of training and mentoring could be reason for poor performance. Employees have stated that their performance could improve if job roles were defined and if the seniors could set specific performance objectives. This department