Communication Plan Essay

Section II chat PlanJim Jimenez,MGT311Sept 11, 2013Professor JimenezRiordan Manufacturing Part II Communication Plan StrategyRiordan Manufacturing is implementing a Customer Management establishment crossways tot each(prenominal)y its operating separates. The dodge is a critical business end and is spearheaded by Riordans Senior Management Group. After a outlet of internal studies and review of our current information systems Riordan as an organizational group has determined that one central integrated Customer Management System (CMS) forget position the organization to meet a number of primaeval goals and marketing strategies that assists Riordan to meet our customers demands and growth requirements. Outline key concerns and what argonas of the business allow for be alludeed by the instruction execution of the CMS system. The CMS system go away impact all argonas of the Riordans operations.This is the reason upper management is taking a direct role in the presentati on and implementation of this critical system. At the start of the year Riordan will post a number of nonices at the December comp some(prenominal) meeting, in all the production floors banners will be placed with the production floors of all the Riordans manufacturing plants with the themed Unifying a planetary Team as the CMS system change message.In January management will lead the kickoff of the CMS project with a comp any-wide presentation of the reasons for the CMS project, the impact on all operations, the impact for everyone and more importantly the benefits of the CMS project. Outline of the January presentation as followsAreas affected by the CMS change The CMS project will unify all database or information regarding our customers on one system. CMS will eliminate the problems approach by rapid growth and legacy packet. Different regional groups complained that isolate system databases were not being updated and information was not accurate. CMS address all these requ irements andprovides centralized database management. All divisions will be using the same software applications and data entered will be accurate across all the divisions regards of the geographic location.The need for a centralized and modern CMS system cannot be stressed. Our customer s are global, they are demanding immediate information across the varied regions that Riordan operates. In order for Riordan to grow and provide the services our customer are demanding Riordan needs to change and keep up with our customers. Management realizes the CMS system will impact every employee at Riordan and has developed a training and exploitation schedule that will be provided to management, supervisors, leads and to every employee that interfaces with the CMS system. Progress will be foregrounded at our quarterly companywide meetings and regularly be highlighted in the Riordan Whats UP sore-fashionedsletter. Work Groups will be formed based on usable areas lead by group supervisors that will address any concerns and assist everyone to learn and dress with the new CMS system.In summary outlined of the new CMS system to be implemented at Riordan. January kickoff Companywide presentation by management on the reasons for rolling out the CMS system. Review of all areas impacted, benefits and clipping schedule for implementation. Quarterly meetings Companywide to present progress and highlight all our successes and any group or individual contributions to the success of the project. Mid-year (July) Recap of how the CMS project is doing companywide at our family picnic and at all the production areas. Year-end Review and highlight all our Unified Global Team success In additions our periodical newsletter will present local success stories and how our employees are adapting to the new system. We will also have our production floor success parties focalization on local group success and provide ongoing stance of the CMS implementation.s creating a new team f or the newly designed CardiCare pass judgment heart valves division. The task is to identify what strategy will be implemented to get this work team built and ready to take on the tasks for production of CardiCare Values. A number of strategies have been presented in MGT311. Following is a brief description of some of the team strategies that are effective in a manufacturing environment. Secondly a choice of what strategy to implement and the pros and cons (challenges) for selecting thisdirection, implementation steps and what measures will be implemented to monitor if the strategy has been successful. accord to Robbins & Jones Work Teams are positive synergies through coordinated effort, meaning the action is greater than the sum of the individual inputs (page 315). Possible team strategies Self-managed work teams are groups of employees (10 to 15 in number) who perform highly related or mutually beneficial jobs and take on many of the responsibilities of their former superviso rs.Cross-Functional Teams made up of employees from closely the same hierarchical level but different work areas, feeler together to accomplish a task, virtual team made up members that are not in the same physical location (definitely not a choice for this organization) and MBO or Management by Objectives which is a system in which managers and their employees jointly decide on goals, areas of responsibilities, and desired results. The new work group will be composted of many current managers, supervisors and employees from different departments. This sacrosanct group should help in getting a good track start and move forward quickly. Regardless if we are building a team existing or new members or members from other departments, unpredictable teams or task directed teams there are important rules that help in creating highly effective teams.Clear Purpose group members moldiness understand the goals and objectives for this production team. Employees should be provided with cle ar direction and it is critical that all managers and supervisors receive buy in (e.g. ownership) from the existing employees and make everyone aware that there are open lines of communication. Identify all areas of training and assessment of any skill development for all employees. Great that they know and are long-familiar with the organization, but they are now doing a new operation and this whitethorn require changes, or new ways to getting the job through with(p) right. Outline roles and assignments for all employees (managers, supervisors, leads and employees). Stress open communications and outline 30, 60 and 90 day team and group progress reports.