CrysTel is a telecommunications company operating in Illinois, U.S. with an employee
strength of 2,500 and annual revenue of $200 million. The CrysTel product profile
includes data cables, wireless solutions, and network development (Building, 2004). There
will be a management plan change developed for CrysTel.
There is a rapid and frequent advance in the telecommunications industry. CrysTel is likely
to face technological and administrative changes regularly. This author (LaWanda Thomas)
has been assigned the task of providing the information necessary to optimize flexibility,
promote innovation, and sustain change. As a Management Consultant, this author will
identify strong and weak areas of the organization and apply behavioral change techniques
to build a culture that can sustain change. This will relate to the issue from the text Lewin
change model and systems model of change. A systems model of change takes a big
picture perspective of change. It focuses on the interaction among the key components of
change. The three main components of change are inputs, target elements of change, and
outputs. The target elements of change represent the components of an organization that
may be changed. They include organizing arrangements, social factors, methods, goals,
and people (Kinicki & Kreitner, 2004).
One of the objectives is to commission a survey that would enable this author to identify
which departments are strongest and weakest in different areas. An Employee Satisfaction
Survey Climate Survey was conducted for this task. The Employee Satisfaction Survey
quantifies satisfaction for work-related issues such as supervisory guidance, teamwork,
and communication. This survey would be useful for a department analysis. Employee
feedback can be used to plan for training and knowledge updates to resolve people-related
issues. The performance of any department has a direct relation to the flow of
communication, the type of leadership, and the level to which the employees are motivated
(Building, 2004).
The results of the survey concluded two departments were weak in very sensitive areas.
The Marketing department is not very strong in leading by example, risk-taking and
resolving conflicts. This is because the department has several teams working in different
parts of the country. Lack of training and mentoring could be a reason for poor
performance. The Marking department lacks interdepartmental communicationand
teamwork. The interdepartmental communication issue relates to the article in Newswire
that states, “Interdepartmental communication can be achieved in a more personal way”“.
By keeping the customer service department more informed. This approach gives the team
a perspective they otherwise do not have (Lewis, 2006).
