Change and Communication Plan

Section 1: Change Management Plan
Power is everywhere in the world from schools, government, small, and large corporations. Power is simply defined as “the capacity that A has to influence the behavior of B in accordance with A’s wishes” (Robbins & Judge, 2011). Power can be broken down into two categories, formal and personal or informal. Formal power is based on a person’s position within an organization and it is subdivided into coercive power, reward power, and legitimate power. Informal power or personal power comes from a person’s unique traits and are expert power and referent power. At Riordan manufacturing, all forms of power may exist on all levels. In order for the new system change to occur, expert power will be used to learn from the individuals that know a lot about the former information system. The employees who are launching the new information system will need to teach and train the other employees how to use the new system. Legitimate power will be used in delegating appropriate tasks to employees to complete the change. It will take many hours to transfer customer data from the old system to the new system. Riordan managers may use reward power during the conversion to get employees to execute the change more quickly and they may use reward power after its launch to reward employees on their level of knowledge and usage of the new system.  
Change agents will be established to design organization, develop trust, and maintain connection to authority.   Seven tactics will aid in overcoming resistance to change: training and communication, employee contributions on the affective and defective aspects, new-skills training for job security, consistency for accurate results, cooptation through leaders, internal work motivation, and coercive action for negative reaction.   The structure of change will form three phases, unfreezing, movement, and refreezing.   High interaction will be established by organizing teams while increasing trust and...