Communication Plan Essay

Section II Communication PlanJim Jimenez,MGT311Sept 11, 2013prof JimenezRiordan Manufacturing Part II Communication Plan StrategyRiordan Manufacturing is implementing a node instruction System across either its operating groups. The system is a critical business decision and is spearheaded by Riordans Senior Management Group. After a number of internal studies and review of our current reading systems Riordan as an organizational group has determined that mavin central compound Customer Management System (CMS) eitherow position the organization to watch a number of key goals and marketing strategies that helps Riordan to meet our customers demands and growth requirements. compend key concerns and what areas of the business will be impacted by the carrying into action of the CMS system. The CMS system will impact all areas of the Riordans operations.This is the reason stop number management is taking a direct role in the monstrance and implementation of this critical syst em. At the start of the year Riordan will side a number of notices at the December company meeting, in all the business floors banners will be placed with the occupation floors of all the Riordans manufacturing plants with the themed Unifying a Global aggroup as the CMS system trade message.In January management will lead the kickoff of the CMS spew with a company-wide presentation of the reasons for the CMS project, the impact on all operations, the impact for allone and more significantly 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 breeding regarding our customers on one system. CMS will eliminate the problems faced by rapid growth and legacy software. Different regional groups complained that isolated system databases were not being updated and information was not surgical. CMS address all these requirements and  tolerates centralized database management. A ll divisions will be using the same software applications and data entered will be accurate across all the divisions regards of the geographical location.The need for a centralized and red-brick CMS system cannot be stressed. Our customer s are global, they are demanding agile information across the different 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 certain a training and development schedule that will be provided to management, supervisors, leads and to every employee that interfaces with the CMS system. Progress will be highlighted at our quarterly companywide meetings and regularly be highlighted in the Riordan Whats UP youngsletter. Work Groups will be organize based on functional areas lead by group supervisors that will address any concerns and encourage everyone to l earn and work with the new CMS system.In summary turn uplined 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 time schedule for implementation. Quarterly meetings Companywide to present construct and highlight all our triumphes and any group or individual(a) contributions to the mastery 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 monthly newsletter will present topical anaesthetic success stories and how our employees are adapting to the new system. We will also read our production floor success parties focusing on local group success and provide ongoing status of the CMS implementation.s creating a new squad for the newly designed CardiCare Value heart valves division. The task is to identify what strategy will be implemented to get this work aggroup build 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 quality of what strategy to implement and the pros and cons (challenges) for selecting this direction, implementation steps and what measures will be implemented to monitor if the strategy has been successful. According to Robbins & Jones Work Teams are confirming synergies through coordinated effort, meaning the work outance 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 interdependent jobs and take on many another(prenominal) of the responsibilities of their former supervisors.Cross- Functional Teams made up of employees from about the same hierarchical aim but different work areas, coming 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 square off 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 intact group should help in getting a good running start and move in the lead quickly. Regardless if we are building a team existing or new members or members from other departments, temporary teams or task enjoin teams there are important rules that help in creating highly effective teams.Clear Purpose group members must understand the goals and objectives for this production team. Employees should be provided with clear 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. call all areas of training and assessment of any skill development for all employees. Great that they k direct and are familiar with the organization, but they are now doing a new operation and this may require changes, or new ways to getting the job done right. Outline roles and assignments for all employees (managers, supervisors, leads and employees). puree open communications and outline 30, 60 and 90 day team and group progress reports.