Section I: Change Management Plan
Riordan Manufacturing is a structure based on formal power. Riordan is divided into fully operational areas based on the type of work. Each operation is broken down into jobs that are delegated according to individual qualifications. Each area of operation has a VP that they report to. VP’s have managers who have employees that they directly manage. This chain of command fosters effective management, allowing for more fluent communication.
A decentralized organizational structure would be the most effective for Riordan Manufacturing to implement new changes into the organization. Taking on a decentralized structure should be a smooth transition being that the current structure of the organization bares similarities to that of a decentralized structure as it is.
Employees report to managers, manager's report to regional managers, regional managers report to division vice president, and vice president report to the chief executive officer. This system allows communication to flow freely. However, management communication must be clear and direct. A potential effect on employee behavior with this type of structure is that the employees aren’t in direct communication with the chief executive officer. This can create a feeling of disconnection between the employees and the chief executive officer. To combat this information, regulation, must be accurate when being filtered from top to bottom of the chain of command.
The type of culture that the business currently has is employee commitment. Employee commitment is the level of attachment and loyalty to an organization or company. This type of culture influences an employee to take on the organizations core values, beliefs, and goals. However, some employees may not be influenced the same because of various reason.
There are various reason an employee would be resistant to