Crystel Change Management Plan

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CrysTel is a telecommunications company operating in Illinois, U.S. with an employee strength of 2,500 and annual revenue of $200 million. The CrysTel product profile includes data cables, wireless solutions, and network development (Building, 2004). There will be a management plan change developed for CrysTel. There is a rapid and frequent advance in the telecommunications industry. CrysTel is likely to face technological and administrative changes regularly. This author (LaWanda Thomas) has been assigned the task of providing the information necessary to optimize flexibility, promote innovation, and sustain change. As a Management Consultant, this author will identify strong and weak areas of the organization and apply behavioral change techniques to build a culture that can sustain change. This will relate to the issue from the text Lewin’s change model and systems model of change. A systems model of change takes a big picture perspective of change. It focuses on the interaction among the key components of change. The three main components of change are inputs, target elements of change, and outputs. The target elements of change represent the components of an organization that may be changed. They include organizing arrangements, social factors, methods, goals, and people (Kinicki & Kreitner, 2004). One of the objectives is to commission a survey that would enable this author to identify which departments are strongest and weakest in different areas. An Employee Satisfaction Survey Climate Survey was conducted for this task. The Employee Satisfaction Survey quantifies satisfaction for work-related issues such as supervisory guidance, teamwork, and communication. This survey would be useful for a department analysis. Employe... ... middle of paper ... ...d to analysis strong and weak areas in the departments of the organization. Activities were implemented to change weaknesses to strengths (Building, 2004). Reference Kreitner, R. & Kinicki, A. (2004). Organizational behavior: Managing Change and Stress. New York: The McGraw-Hill Companies. Lewis, J. (2006). Empowering Client Service Reps to Be More Effective By Providing Interdepartmental Communication in a More Personal Way. Newswire. Retrieved August 12, 2007, from University of Phoenix Business and Company Resource Center. Smith, A. F. (2007). Charisma. Leadership Excellence. Vol. 24 Issue 6, p19-19, 1p. Retrieved August 12, 2007, from University of Phoenix Business Source Complete database. University of Phoenix. (2004). Building a Culture for Sustaining Change [Computer Software]. Retrieved August 12, 2007, from University of Phoenix, rEsource, Simulation.

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