Since the directives for change from the head office to the general manager of CBB are unclear, there is a need to have a change management plan that will such directives do not result in confusion, in the future. The plan should contain all necessary information from the project inception to project delivery. The plan should differentiate and elaborate different the types of change that exist. These are incremental change and transformational change. Incremental development refers to adjustments in an institution’s systems whereas transformational change is that which entails all-round implementation of changes. These could be strategic, structural or even culture changes in the business.

Another aspect of the change management plan is gaining departmental cooperation. When different departments of an institution differ over directives from the main office, the implementation of these directives is will not be smooth. The change management plan should, therefore, elaborate procedures of how to make sure that all departments in an organization cooperate and participate in the implementation of the proposed changes.

The plan is also responsible for highlighting the anticipated benefits as well as the obstacles that one might encounter. The benefits, however, should mostly concern with an increase in profits. Highlighting the challenges prepare the business for the beforehand. Furthermore, the plan should consider the impact of the proposed development not only to its employees, but also to its customers. Since CBB is a broadcasting company, in its case it will also consider the viewers. Lastly, the conclusion gives a few recommendations and point out whether a particular proposed development is beneficial or will affect the business negatively

                                                               Table of Contents                       

Introduction………………………………………………..… 3

Types of change……………………………………………… 4

Gaining departmental cooperation……………………………. 5

The benefits of change……………………………………….. 5

Impact of the proposed changes………………………………. 6

Conclusion…………………………………………………… 7

References………………………………………………….…8

Introduction

The purpose of this change management plan is to increase the prospects of successful implementation of directives from the head office. The plan seeks to ensure that only directives that are in line with the business objectives undergo an implementation. Implementation of these plans and the process of transition from one point to another should be smooth and not interfere with the company’s functioning. The need for this change management plan arises due to the recent discord between the head office and the local manager together with other employees of CBB, on their directive to fit live events around the scheduling of programs and advertisements. The lack of understanding between the head office and employees might affect the institution’s performance and realization of business goals and objectives. Not many people might be comfortable with change.However, development is meant to better one’s life and increase their opportunities for success. However, change should not interrupt the already existing way of life, but should be flexible enough to partly accommodate it. The change management plan documents all the required information to necessitate effective project development from project inception to delivery. The intended audience for this plan is a project manager, the project sponsor and other senior leaders whose support is essential to carry out this plan.

Types of Change

The scope and any future changes should very elaborate. That is, it should be clear whether the development proposed should be an all-round implementation or just incremental. Incremental development concerns itself with adjustment of systems in an institution so as to help it remain on the path of archiving the company’s set objectives. (Kreitner 2009). On the other hand, an all-round implementation change involves a rapid shift in the business strategy, structure or culture (Nieuwenhuizenet all 20008). One makes strategic changes only when they are reacting to environmental changes or pressure. The dilemma in CBB is that the directives for change from the head office do not specify whether the intended changes are either incremental or reactive. As a result, the management encounters a state of confusion on how best to implement the directives. For any institution, such a situation is very tragic as it proves the loss of sense of direction and breakdown in communication. Therefore, any future directives for change from the head office should be very elaborate so as to avoid any confusion during implementation or relative stagnation of activities. Adopting such a policy will make changes in organization be smooth in future, irrespective of whether the changes incremental or transformative.

Gaining Departmental Cooperation

Departmental cooperation is necessary for the successful implementation for any directives for change. Jackson, Schuler and Werner suggest that employs always seek for ways of improving their services and those of their institutions and make recommendations to the management occasionally. They always have a desire to improve the business (2009). They further suggest that involvement of employees in such a way results in Total Quality Management (TQM). Therefore, getting them to cooperate will ensure that any proposed change undergoes smooth and quick implantation. In addition, departmental cooperation with the head office and with other departments will help in the achievement of the company’s objectives and goals. Failure for any department to cooperate will prove to be an obstacle to development of the whole business. Consequently, the prospects the company archiving its objectives diminishes. In the case for CBB, the directives neither show how to get buy-in from all departments nor do they suggest methods of dealing with any anticipated obstacles. Jenkins and Schaper suggest that the performance of departmental cooperation be the basis of long-term competitive advantage (2005).

The Benefits of Change

There are many benefits that are associated with change. All key players in an organization need to understand these benefits associated with the development proposed. Understanding the benefits serves as an instrument for motivating the employees who, as a result, work harder. Implementation of the AOT system will be very useful to CBB and all related departments such as accounts, sale and broadcasting. Some of these benefits might include efficiency, accuracy and high speed. However, the directive of fitting live events around the scheduling of programs and adverts might have a negative impact on the business. Doing so might interfere with the increased revenue derived from advertisements targeted to the right shows and locations. The targeting of these advertisements gives CBB a competitive advantage over other broadcasters who only provide blanket coverage. Therefore, the proposed changes ought to have benefits that outweigh the current profits. Failure to do so will result in losses for the business. Every change should have a monetary benefit because every business aims at increasing it profits as opposed to making losses. For any business to realize the benefits of change the businesses should state what the benefits will be and the machinery put in place to help in the attainment of those benefits (Great Britain 2006). The implication is that any directives for change from the head office should express the benefits anticipated from the implementation of these changes.

Impact of the Proposed Changes

Any proposed changes in an organization affect the employees and customers alike. Therefore, before making any changes it is worthwhile to consider if their effects are useful or not. Change that is beneficial is that which results in an increase in customers, in the company. In addition, the changes should be useful to the employees, as well. Fitting live events around scheduling of programs and adverts might impact negatively on the business clients. The customers pay for the advertisements to air during certain programs and any interference with this might lead to the customer’s withdrawal. If this happens then the company will experience losses. The proposed changes in an institution should also affect the employees in a positive way. However, this is not the case with the directives for change from the head office at CBB. The employees express different opinions, especially with the implementation of the AOT system. The conflicting view of these employees should undergo consideration and a unifying policy adopted. Broadcasting the live events around the scheduled programs and adverts might also have a negative impact on the viewers. As a result, the viewership ratings will drop leading to losses for the company. Due to the nature of its programs and advertisement, CBB already enjoys a competitive advantage over other broadcasting institutions. Therefore, any proposed change should serve to improve the customer experience and employ cooperation. Doing so will ensure that the company retains its dominant position. At any given time, proposed changes should aim at satisfying the client’s and viewers’ interests first. Client and viewer satisfaction will result in high profits for the company.

Conclusion

Change is a part of life that all people and institutions must experience. However, it can be disastrous if its management is not proper. Therefore, it is important to have a change management plan. In an institution such as the CBB, changes in broadcasting might lead to the realization of profits or losses. Therefore, instead of interfering with the normal broadcasting, it would be better to use the two extra digital channels for the live broadcasts. Doing so will not only result in the retention of the current viewers, but also in the creation of new viewers whose interests are in the live broadcasts. Poor management of change will result in a breakdown of communication, confusion of employees and failure to achieve the company’s set objectives. Whether the change is incremental or transformative, it should always provide value to customers because this will result in profits in the long run. For any change to be effective, all the key players need to involve themselves actively. Active involvement will help the process of change be faster than expected. Establishing proper mechanisms to deal with changes in technology should be imperative for every institution. The mechanisms should ensure smooth upgrading of old technology to new technology. Even though the process of change might not be easy, having a change management plan simplifies it and also projects its future benefits.

References

Kreitner, R. (2009). Management. Boston: Houghton Mifflin Co.

Nieuwenhuizen, C., Rossouw, D., &Badenhorst, J. A. (2008).Business management: A contemporary approach. Cape Town, South Africa: Juta.

Jackson, S. E., Schuler, R. S., Werner, S., & Jackson, S. E. (2009).Managing human resources. Mason, OH: South-Western Cengage Learning.

Jenkins, T. (2005).Enterprise content management: What you need to know ; [turning content into competitive advantage]. Waterloo, Ontario: Open Text Corp.

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