Introduction
It is a reality that organizations cannot be just endlessly managed, replicating yesterday's practices to achieve success. Because business conditions change and yesterday's practices often lose their effectiveness, there must be innovation, and innovation means change. This fact applies to CrysTel just as much as any other company. The purpose of this paper is therefore to provide a plan for CrysTel to deal with and manage the on-going process of change.
Major Implications
It is evident by results from both the Employee Satisfaction and the Climate Survey that changes made by the company will not be able to be made easily and without a considerable amount of resistance. According to the company’s Employee Satisfaction survey, “Communication” had an employee satisfaction rating of only 63%. This statistic is also reflected in the company’s “Climate Survey” which reflected a 60% communication level within the organization. In addition to a low indicator for “Communication”, the Climate Survey disclosed a “Security” rating of only 60% among the company’s employees. These statistics indicate that any efforts to implement changes within the organization will not come without challenge because changes will bring additional fear of job loss, and because change cannot be effectively implemented without clear and effective communication.
The task that confronts CrysTel management is to be able to make changes in a planned, managed, and systematic fashion, and in a way that would be viewed as a positive within the company. Their aim would be to more effectively implement new methods and systems as part of an ongoing and ever-revolving. These changes are ones that are internal, and are controlled by the organization. In a ...