The effect of a change on organizations

The effect of a change on organizations

The effect of a change on organizations is an essential factor in its success and longevity in markets. Many companies have failed to adapt to change correctly, with communication seen as a major issue when enforcing change. As such, communicating change is an important duty to managers in order to ensure problems are solved efficiently. One way that has been used by most organizations over time is a communication plan, defined by Torppa & Smith (2011) as a tool used to communicate certain messages to different stakeholders in an organization. Communication plans are important since they provide useful knowledge to workers and managers on the process of a project enforced to bring change. As such, communication plans help organizations establish how the change needed will be implemented in stages, with the communication to stakeholders signaling the start or end of a process (Torppa & Smith, 2011). In the case of Pemancar, it was noted that there are communication issues on the implementation of Nova’s new vision. By looking at each stakeholder involved in the communication issues, it is possible to create a plan that solves the issues at Pemancar.

Recommendations on Pemancar’s case

To look into the issues, it is possible to use intervention methods that explain how each stakeholder is important to the change process (Cates et al., 2017). It was noted using the advising styles of intervention that an extra group of managers could help advise the subordinate staff on certain issues. The supporting style of intervention established that Nova should seek feedback from its former employees on how to maintain the Pemancar organizational culture while improving performance. Finally, the challenging style of intervention recommended challenging the beliefs of Nova on Pemancar and showing why their change may not increase performance. From these recommendations, it is easy to see the different features of the communication plan that will be affected. According to Hoover (2010), a communication plan should outline the different features of communication while linking them to an organizational process. As such, the communication plan will focus on who is being communicated, that is, the stakeholders. It also needs to focus on what the message is about, the intended response of the message, the mode in which it will be administered, and the time or the frequency it deserves to be done. Using these different elements, it is possible to show the contents that will be in the table. These elements are the stakeholder group being spoken to, their background and interest in the situation, the objectives of the communication sent, the channels required, the stakeholder responsible for the message, and the timing and frequency the message should be sent.

Communication Network

In Pemancar, the Nova group has tried to remove the team spirit organization found under KLCorp to instill an individualistic high performance-based culture. Abdullah & Siti-Nabiha (2012) state that the group was more of a team under KLCorp, with the Nova group leaders now coming in and focusing on a corporate culture with minimal help yet strict supervision of targets met. As such, it is clear that communication has been a great problem in this change process. The Nova group is looking to change the administration process from a pyramid to a flat structure, meaning they are trying to minimize communication in a rather large factory. Proper channels are required to do so, with the different stakeholder groups affecting how channels are set up. Electronic communication will be important among the skilled workers who have smart devices, while face-to-face communication should be implemented to help the floor line workers and staff (Hayes, 2018).The underscore and explore communication strategy would suit the change needed in Pemancar since it gives the Nova directors a chance to relay their core messages on improved performance while giving staff and floor line workers a chance to give feedback on the same. Spray and pray may also be used to uphold Nova’s value of individual efficiency, though in a limited sense (Clampitt, Berk & Williams, 2002). Both of these communication strategies will show the issues facing Pemancar and how they can be changed using a communication plan

Communication Strategies

When making the communication plan, it is important to look into the strategies of sending and receiving messages used in organizations. Clampitt, Berk & Williams (2002) outline the underscore and explore method as the most efficient strategy due to its two-way nature. The strategy allows senior management to pass core messages on an organization while receiving feedback on any misunderstandings. As such, the plant manager at Pemancar will dictate the core values of individuality and cost efficiency while accepting to receive feedback on the teamwork processes that were used before (Abdullah & Siti-Nabiha, 2012). This strategy helps both parties realize that they have a role to play in implementing organizational change. The strategy also helps outline the best modes of communication, with the Pemancar case highlighting a need for electronic and face-to-face communication. However, the spray and pray method can also be used in the case. Clampitt, Berk & Williams (2002) define this strategy as a scenario where executives provide extensive information to employees hoping they will understand and react accordingly. This strategy is currently being used by Pemancar albeit inefficiently, with the plant manager requiring to filter its use to the senior management only to correct the issue. It is a one-way form of communication, further showing why the communication plan is needed among the lower levels of the factory workers. The underscore and explore method will be used by all the people in the organization, helping each to learn different things in the organization that will help with the change process. The spray and pray method, on the other hand, will be used by the plant manager towards his department heads. This will help maintain Nova’s image of cost efficiency and ensure they maintain a flat structure between the plant manager and the senior managers