The paper "Strategic Communication Plan and Implementation Tactics" is a great example of management coursework. Organisational development takes a complex course that is usually broken down into smaller bits meant to create an understanding of the entire system. Organisational change requires a three-dimensional approach due to its critical nature when it comes to the impacts that it poses on individual professionals and eventual productivity levels. As these changes take place, the management is usually caught up in a cloud of paradoxes whose rationale affects the specific interests of those involved. This report focuses on the implementation of paradox in a bid to develop a comprehensive strategy that effectively communicates a change in organisations.
A strategic approach to change is expected to lead to effects that are less contradictory for individuals to manifest themselves indifferently. While organisation induced change is unwelcome by the staff due to poor management, professionally induced revolution with proper engagement of all parties that are involved results in a desirable transition. Further to this, change management planning process shall be covered in this report as a way of appreciation of the benefits that it brings along.
Organisational activities such as team building, retreats and interventions are advocated based on their positive impacts on change communication. These are therefore reflected upon as a means of creating understanding within the organisation towards a seamless transition from one hierarchical step to the other. The implementation tactics applied in the change management process are also covered due to their impact on content delivery to each organisational stakeholder. Effective propagation of change requires a well-thought strategy of approach in order to sail through the murky waters of change effectively. Change Management Planning Management is a tactful art that requires planning prior to the execution of any activity for there to be a positive impact as per the organisation’ s projections.
Change management has to be planned due to the weight that it carries when it comes to employee morale and motivation and the effects attached to them. Change management should be structured in such a way that it deals with both direct and intentional adjustments that are meant to have benefits on an organisation.
Basically the change management plan brings out the desired change in behaviour so as to create an understanding of the internal processes in order to render each individual responsible or willing to take part in what is expected to be the organisation’ s future. This plan has to be well designed, focused on people and integral to save the organisation of time and resources. This should also aid in achieving rapid benefits through the encouragement of employees’ morale, satisfaction and engagement. An effective plan shall also be responsible for the achievement of hoped-for benefits while creating a high level of trust, teamwork, trust and openness among the individuals (McCarthy & Eastman, 2010). The ripples that result from the change management issue are countered by placing mitigation measures prior to the implementation phase.
Contextual analysis of all the stakeholders involved is, therefore, necessary for communication purposes on all levels of the organisation. The changes that are intended for the organisation must be congruent to the culture in order to avoid mixed reactions from the employees. Changes that are out of cultural context are likely to be resisted against when it comes to the implementation phase.
It is the mandate of the organisation management to ensure that prior to implementation; the changes are contextual to the culture of the stakeholders involved. As per the existing researches, radical changes are not readily embraced within the organisation thus it is important to weigh the cultural impact (Aladwani, 2001).
List of References
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Clampitt, P.G. & Berk, L.R., 2010. Strategically Communicating Organisational Change. Metacomm.
Dutton, J.E. & Duncan, R.B., 1987. The influence of Strategic Planning Process on Strategic Change. Strategic Management Journal, 8, pp.103-16.
Fedor, D.B. & Herold, D.M., 2004. Effects of Change and Change Management on Employee Responses: An Overview of Results from Multiple Studies. In Tappi Fall 2004 Technical Conference. Atlanta, Georgia, 2004. College of Management Georgia Institute of Technology.
Frahm, J. & Kerry Brow, K., 2003. Organisational Change Communication: Lessons from Public Relations Communication Strategies. In ANZCA03 Conference, Brisbane. Brisbane, 2003. Faculty of Business, Queensland University of Technology, Brisbane, Australi.
John, S., 2003. Translating strategy into effective implementation: dispelling the myths and highlighting what works. Strategy and Leadership, 31(3), pp.28-34.
McCarthy, C. & Eastman, D., 2010. Change Management Strategies for an Effective EMR Implementation. Chicago, IL: HIMSS.