Customer Service At A Large Telecommunications Company Employs 300 Operators At Its Call Center

In order to move with the times, the organisation may introduce new equipment or software. Some staff may see this as a positive step that moves the business forward, but some employees may feel anxious about the change, how much it is costing the business and whether it is actually going to improve their role or create more problems.

To be successful, however, everyone has to accept the recommended improvements, from the hands-on worker on the shop floor to upper-level managers and everyone in between. It is essential that any improvements that are implemented are not viewed simply as a program but becomes a way of life for all personnel.

Over the next 12 months the company has set-up strategies to help make the transition to a new management and communication system more smoothly for employees. First step will be set deadlines for the change. The next step will be companywide trainings on the new system by experts. The last step is to have an evaluation period for employees regarding the changes to allow for communication between managers and employees.

Also the implementation of new technological system can create conflicts and demonization among employees, if it is not managed properly and if full support and training is not offered, in order to accommodate the change taking place.

(Mendes, 1996) However, many times the change or changes make it virtually impossible to get educated on the various scenarios that the new change may affect in the workplace. These changes may include modifying and changing of the call script, introducing new shortcut keys in the software and unexpected changes in management. Employees are expected to adapt to the changes quickly and complete all their work in the same period as before the change in the organization. Management intervenes and attempts to assist employees but in many instances they are not abreast and knowledgeable of the processes of the change. Some of the new procedures instituted seem to serve no functionality to the job given. Individuals are growing tired of the continual changes but must to handle business as usual or they are considered non-compliant team members. The tolerance for change would be more welcomed if they were thoroughly researched and did not cause additional challenges and

If a particular ‘project manager’ would be assigned to foresee the perspective changes through, this may have enabled a set of targets to be established. The targets could state a schedule of events that would follow, allowing evaluations and potential problems to be addressed before moving on the next phase of the programme. A comprehensive concern for the quality of factory working conditions should be considered with-in every new phase. Implementing employee training programmes would ensure, everyone new how to operate the new technology, as well as improve their self-esteem. The company should have in place a Human Resources Manager (HRM); this would have lead to actively facilitating the learning, growth and development of individuals.

I have ensured, as much as possible, that I was informed about all of the when and why things where being changed and then have pass on the relevant information to my team. It is essential to be positive about any changes as this will ensure confidence within the team and negate any worries they have with regards to the issues that may occur. Training is essential in implementing any changes so the team feel confident that they can proceed with as little conflict as possible and we as a section have had several training sessions regarding the new systems. It is necessary for discussions with management on any training that needs to occur, and that it is implemented as soon as possible. This should happen before changes are

Once a comprehensive understanding is established phase two, development, begins. Using a combination of behavioral methods taken from the field’s psychology and sociology, a change strategy is created. Using data acquired during assessment, changes can be presented as being compatible and beneficial to the organization’s values, norms and current practices. Phase three, implementation, is the process of executing change strategies within the organization. Unknown to organizational members, implementation occurs prior to an HIS installation. During implementation a step by step procedure is established, creating a framework of standards, work processes, and resources that ensure the majority of an organization’s functions are included. Phase four, reassessment, typically occurs six months following HIS installation. Reassessment requires the same data, collection methods, and measuring standards are used. Reassessment helps determine HIS individual ease of use and overall system

The Verizon Technology is currently on the brink of transition from being an electronic device dealer to full internet service provider. Such change process requires being achieved through a systematic process. As a change consultant at the Verizon Technology, I have an enormous responsibility to guide and advice on the best change model approach to employ. A more recent report indicates that the Verizon electronic revenue has been dwindling at an alarming rate due to severe competition in the market (Brown, 2016). The entry of many electronic dealers has led to a serious decline in profitability and thus the need to initiate change process. However, despite the overt demerits in the current gadgets and electronic hardware, employees, as expected,

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

Introducing organisational change is often hard, the main reasons for that can be variation in perceptions of the employees, fear of disruption or failure and underlining the right approach to apply change. Then even if the change in a specific organisation is projected successfully there is still lot to be done to manage it in an appropriate way (Oakland, 2007).

The change from spontaneous change from providing PC based services to providing mobile based services was also equally wanting to the employees. For one, the employees had to begin working from scratch to address these new needs.

System upgrade is a process that organizations have to go through every once in a while. System upgrade is a situation where an organization usually improves the types of systems, such as computer software, that is uses for it normal operations. In the current world, different forms of technologies are coming up every day (Beynon, 2009). These types of technologies are quite important for the success of any business. In order to remain successful within the current markets, it is important for an organization to remain competitive through updating its system every once in a while. This will ensure that the organization is competent at all times and remains successful in its operation. Further, it may have advantages over its competitors, which improves its general operations within its operating markets. System upgrade is quite advantageous to an organization within its working environment and industry.

In developing an organization and preparing for the changes necessary a reliable change management plan is often required to overcome workplace resistance when employees are presented with a new way of doing things. Change management is a strategy designed to transition from the status quo to some new ideal way of doing business. CrysTel, a growing telecommunications company, finds itself in a very dynamic industry that along with frequent advances in technology will dictate that it adapt to rapid and persistent changes. Developing a successful change management plan for CrysTel will have distinct goals: optimize flexibility, promote innovation, and sustain change. Change management at CrysTel will involve identifying the strengths and weaknesses of departments within the

There are several models of change which may be used to examine the case, Kotter's 8 stage model is one of the best known (Stamm, 2010). This is a model that has stages which traverse the entire process, starting with preparation of the change. The first stage is to create a sense of urgency for the change to be implemented; this will require communicating with the employees in an honest manner so they understand why the change is needed (Stamm, 2010). This is more than