We all have read the simulation “Building a Culture for Sustaining Change” for this class. Although the organization (CrysTel) has been in business for quite some time, its structure is not exempt from the day to day predicaments of today’s commercial demands. If the organization wants to live up to its vision statement, then changes need to be made and they need to be made now. CrysTel vision statement is, “to be the first choice for telephony, data, and voice services in Illinois”. (Building a Culture for Sustaining Change, 2008, p.0). In this paper, I will discuss what changes need to be made to the management plan, identify the major implications of CrysTel, select an appropriate change model, develop a plan that address human variables and potential resistance to change, include contingency strategies for managing any resistance, select appropriate leadership style, recommend management and leadership practices that will contribute to success of the change, recommend measures to monitor the progress of the change, and analyze three future leadership challenges that CrysTel might face in the future in the next 5 to 10 years.
CrysTel is an organization that is striving to be a leader in the Telecommunication Industry but its weaknesses in leadership ability in the Marketing and Sales and Delivery have kept them from pursing their goals. Therefore changes in the organizational and management structure need to be made so the organization can reach its goals. This researcher would start off by setting up a new structure. “Organizational structure is the division of labor and the patterns of coordination, communication, work flow, and formal power that direct organizational activities” (Glinow & McShane, 2004, p.3). ...