Desert Communication’s Operational Change Plan
Team B: Asmita Amin, Sara Braham, Kristi Daniel, Ian Hosein, Jinitta Sordahl, Alane Stodghill, Geri Summerhill
Uwa Irving, Ph.D.
Desert Communication’s Operational Change Plan
Desert Communications Incorporated has suffered a decline in revenues. The company has to change the operational plan to maintain competiveness. The company has begun strategically relocate and add resources, such as phone insurance, additional minute plans, roadside assistance plans, and so forth. A new operational plan needs created and implemented into the company. This plan needs to evaluate employee performance for customer satisfaction ratings and percentages of resources sold by the employees. The operational plan will explain the methods of presenting this new operational plan. It will explain training development to multiple departments within the company. It will explain how the team will collaborate in facilitating success of the training, and tactics that the team will use indentifying and minimizing conflicts. The team will evaluate and discuss the effects of the plan’s success among collaborations between employees and management. Last, the team will discuss the roles of management’s use of group and work teams in facilitating upcoming operational plan.
Method of in Presenting the Operational Change
The best method in presenting the operational change is by communication to describe operational plan change and how many phases will consist of integrating it. The communication method used will be upward communication described as communication relayed to higher levels of the organization and is continually throughout the implementation process (Robbins & Judge, 2011, pp. 345-346). The team needs to formally communicate the operational plan with the upper-level. The team will send out e-mails to the managers at every level to attend a mandatory conference meeting that will allow oral communication. Then, the team will provide a presentation outlining the operational plan and the action plan in implementing and evaluating the success. Implementing a mandatory meeting, management will have the opportunity to provide feedback whether negative or positive to assist the team in changes before implementation (Robbins & Judge, 2011, p. 346). The team will use downward communication described as communication that higher-level to lower-level (Robbins & Judge, 2011, p. 344) The team will send out another mass email to middle and entry-level managements notifying of a mandatory town meeting. Then, the team will explain the operational plan, answer questions and concerns, and note any positive or negative feedback (Robbins & Judge, 2011, p. 346). Next, the team will use lateral communication so management does not have to describe the operational plan. Robbins and Judge (2011) describes lateral communication has communication taking place among members of the same work groups, same work groups at same levels, managers at the same levels (p.346). The team will send another mass email notifying the organization of a mandatory town meeting to include management that missed the previous two meeting because of vacation. Again, the team will explain the operational plan, answer questions and concerns, and note positive and negative feedback before implementation (Robbins & Judge, 2011, p. 346). The team will also send out a written outline of the operational plan to the employees to reiterate the town meetings, any changes to the plan before implementing, and when the implementation will take place (Robbins & Judge, 2011, p. 347).
Training Development for Multiple Audiences
Desert Communications will create a training program that will reach multiple audiences in the organization. Because there are different departments with different duties, the organization will use the computer based training. This process will allow every department to learn exactly what is expected of them and teach them the new techniques required. Desert Communication will utilize the Web-based training that will help save time and money for the organization.
Web-based training will be utilized for Desert Communications. Training Today (2013), states, “This method puts computer-based training modules onto the Web, in which companies can then make available to their employees either on the company’s intranet or on a section of the vendor’s website that is set up for your company.” These courses will help provide a hands-on, interactive way for the employees to work through the training process that they can work on at their own pace within a time frame. All the materials will also be easy to update, so the training will always be up-to-date with the organization.
Group and Team Collaboration Facilitating Success of Training
The key to a good team and group is that each of the members be given, and have, the highest level and knowledge and skills required to perform their tasks and to do it correctly and in a timely manner. This can prove to be very needed and effective in complicated and complex tasks (Yukl, p.240, 2011). Leaders point out where training is needed within the team and what kind of training would prove to be beneficial. Teams and groups in general are effective in working out anything and any project. For example, if the topic happens to be working on a new and better training method, this would be the way to go. In teams there are more ideas and better innovation. The creativeness sparks up different methods of training to help the training become more effective.
Teams are encouraged to analyze what is happening and find ways to improve the performance in future situations. They need to focus on working together for the greater of the team, or company, and not on criticizing each other for what went wrong or for what they failed to accomplish (Yukl, p. 348, 2011). The whole purpose of that is the effectiveness of the training to help increase productivity of any kind. Training in return is what helps the teams become better and more efficient. It is especially important for teams who work in dangerous situations to complete their training together (Yukl, p. 241, 2011).
Tactics in Identifying and Minimizing Conflicts
Conflict is defined as “a process that begins when one party perceives that another party has negatively affected, or is about to negatively affects, something that the first party cares about” (Robbins & Judge, 2011, p. 455). Organizations hope to accomplish functional results. “Conflict is constructive when it improves the quality of decisions, stimulates creativity and innovation, encourages interest and curiosity among group members, provides the medium through which problems can be aired and tensions released, and fosters an environment of self-evaluation and change” (Robbins & Judge, 2011, p. 462). Robbins and Judge (2011) explain, “Groups that resolve conflicts successfully discuss differences of opinion openly and are prepared to manage conflict when it arises” (p. 465). “An open discussion makes it much easier to develop a shared perception of the problems at hand; it also allows groups to work toward a mutually acceptable solution” (Robbins & Judge, 2011, p. 465). Discussing conflict immediately from the start and openly will allow everyone to identify there is an issue. “Managers need to emphasize shared interests in resolving conflicts, so groups that disagree with one another don’t become too entrenched in their points of view and start to take the conflicts personally” (Robbins & Judge, 2011, p. 465). Open discussions about conflict and effective leadership from management will help the team identify and minimize conflict.
Collaboration Employees and Management affecting the Success of the Plan
According to Mintzberg, Lampel, Quinn & Ghoshal (2003), “collaboration refers to the necessity of high level of trust between the partner firms in order to facilitate communication and learning. Learning is one kind of collaboration, which is inexpensive and efficient. Learning becomes powerful when the organization is not capable of performing powerful and profitable.” Desert communication should engage in technological changes within the firm to enable the managers and the employees to learn to detect and comprehend the extent of uncertainties in their operating environment (Dodgson, 1993).
Learning collaboration depends on high level of trust among the managers and the employees. High levels of trust enhance organizational effectiveness, and maintain relationship between the members of the organization. Learning is necessary for the organization to respond to rapidly changing technology and the current market changes. Collaboration is formed to allow the Desert Communication to transfer new knowledge which might be specific to the firm (Dodgson, 1993).
Use of Work teams and Work Groups by Management to Facilitate the Upcoming Plan
A work group “interacts primarily to share information and make decisions to help each member perform within his or her area of responsibility” (Robbins & Judge, 2011, p. 315). Work team’s will “generate positive synergy through coordinated effort” (Robbins & Judge, 2011, p. 315).
The manager’s will pull together the work group, in this case the customer service representatives who have direct contact with the customers. This work group will meet initially to discuss the plan to drive the-add on sales. Furthermore, the manager will create work teams from this group and challenge them with rewards for achieving the desired goals for Desert communications.
During this initial meeting the training forum and schedule to complete the training will be introduced. A group lead will be named from each team to organize on-the-job training time, and track the team’s progress.
It is important for the organization to address the context, composition and process for the team (Robbins & Judge, 2011, p. 319). Furthermore a team to be effective it requires three different types of skills; technical expertise, problem-solving and decision making to identify problems and team mates with good listening, feedback and other interpersonal skills (Robbins & Judge, 2011, p. 322).
Finally, the team leads will agree to meet weekly, to discuss where they are at with training and achieving the team goals. It is very important each team lead be honest about any issues and feedback from their teams. Furthermore, meetings with individual teams will be scheduled bi-weekly to discuss roadblocks and suggestions to achieve the goals Desert communications has set before them. Team leads will use feedback from the teams to make necessary adjustments in order to move forward towards the goals.
All in all, we as a team have found communication to vital in rebuilding this system.
With lateral conversation and building a interpersonal relationship with one another. There needs
to be constant interaction and we need to keep a open conversation to maintain resources, time
and productivity, and limit oversight. We also found there needs to be meetings as a group which
also falls under communication and time management skills. Through these notes we will be able
to move forward, achieve goals, and keep our organizational structure of a mission statement,
values, and market demand.