audrey tucker aet560 october 13, 2014 professor charity jennings

Northwest Valley Community College Communication Plan

Northwest Valley Community College Communication PlanAudrey TuckerAET560October 13, 2014Professor Charity JenningsReference.University of Phoenix. (2014). Virtual organization: Northwest Valley Community College. Retrieved from University of Phoenix, AET560 website.

1Agenda

Management Buy-inCreating Need for ChangeMidstream Change PhaseMilestone CommunicationCommunication StrategiesLaunch StrategiesEvaluation TechniquesWrap up PlanConclusionAs an organization that delivers academic and lifelong learning to individuals within the community it is vitally important that when it concerns changes to how an organization function in order to improve or enhance the learning environment, communication is key to maintaining a stable and informed learning platform.

This presentation will outline a four phase communication plan for upper management, faculty, staff at every level of the college, and students in understanding the need for change. The plan will highlight communication and implementation strategies to be used for communicating the changes within the organization, and the evaluation techniques for continuous monitoring of changes to gauge what is achieving success or failure in order to make necessary adjustment throughout the entire process.

Reference:Harris, D. (n.d.). Northwest Valley Community College - Kelsey Campus. About us. Retrieved from https://ecampus.phoenix.edu/secure/aapd/CIST/VOP/Education/NVCC/about.asp.

Spector, B. (2013). Implementing organizational change: Theory into practice (3rd ed.). Retrieved from The University of Phoenix eBook Collection.

2Management Buy-inPre-change approvalTarget individuals that influence and/or authority to approve needed changeOutline reason for change that related to organizations goals, plans, and prioritiesCurrent issuesInternal and external analysisFuture growth pointsAddress approach to minimize misinformation and rumors that could potentially lead to instability or ambiguity

Phase one of the communication plan will focus on the pre-change approval with upper management. Communication plan will be used to sell upper management who influence and provide the approval for change. The buy-in to upper management will address the awareness of the need for change and the urgency by outlining current issues and future growth, highlighting financial and statistical analysis from internal, and external sources (Spector, 2013).However with awareness of needed changes is also outlining the approach in communicating changes that will generate buy-in from the faculty and staff, and create a change in mindset and behavior. According to Vasile (2009), In situations of instability, or ambiguity, communication becomes an essential ingredient. Poor communication around change issues can destroy commitment to an organization, irrevocably damage employee morale, generate huge resistance and hostility to change, encourage later performance problem.

Reference.Spector, B. (2013). Implementing organizational change: Theory into practice (3rd ed.). Retrieved from The University of Phoenix eBook Collection.

Vasile, D. (2009). Communicational approach in the organizational change management. Annals Of The University Of Oradea, Economic Science Series, 18(4), 185-190.

3Creating need for change through informative sessions with all parties directly and indirectly impacted Communication from Tichys organizational system theory:Technical communication of relevant and timely information on the current status of the college through valuable data and feedback on current programs and processesCultural communicates changes in a subtle form and directly to the organizations culture, i.e. faculty and staff and a shared understanding of mission, strategy, and goal of the college Political communicating changes that recognize the interest of various departments within the organization and how to highlight the common goal that will influence and motivate stakeholdersCreating Need for Change

Phase two of the communication plan is developing the need for change. This phase will focus on faculty, staff, students and the community as to the why and what needs to be changed, but also what steps will be taken to implement the changes. But with this phase also take understanding the dynamitic of the parties who will be part of implementing the changes in the process and behaviors within the organization and providing clarity of shared benefits and interest for the fall involved.

Vasile emphasizes the close alignment and interconnection of Professor Tichys three systems of organization that will provide a balance in the approach of implementing the changes depending of the approach of informing, instructing, or influencing parties directly or indirectly impacted by the changes (2009). - Technical system theory communication to all parties impacted directly and indirectly of the changes by informing them through actual data and feedback collected, but also outline recommended steps of the plan.Cultural system theory communicates changes from a humanistic approach on the shared mission and goal of the organization in working to achieve change in processes and behaviors from its faculty and staff for the betterment and financial growth.Political system theory communicates to the interest to the various departments and their power and influence they have when it comes to driving change within an organization. Recognizing and highlight their interest with the mission and goal of change within the organization can influence and motivate the sharing among stakeholders.

Reference:Spector, B. (2013). Implementing organizational change: Theory into practice (3rd ed.). Retrieved from The University of Phoenix eBook Collection.

Vasile, D. (2009). Communicational approach in the organizational change management. Annals Of The University Of Oradea, Economic Science Series, 18(4), 185-190.

4Midstream Change PhaseMidstream change phase will inform faculty and staff of timelines of the changes underwayManagement conducts feedback sessions to gauge the changes and behaviors of the faculty and staffCommunicate changes to new reporting structure and systems Group breakoutFace-to-face sessionThe middle phase of the changes being implemented provides an opportunity to update management, faculty and staff of the progress underway for the new systems, but also recognize and celebrate achievements to continue encouragement of change. In addition, be sensitive to any misconception about it progress or employee feelings upfront.The middle phase also provides management an opportunity to receive feedback on what is not working and leave room in the change process to make adjustments that could lead to failure or strong resistance. This


5Milestone CommunicationMilestone communication to various audience by providing a timeline of what has been accomplished and the way forwardLevel 1 All levels of management are informed of feedback and progress of changes and implementation of systemLevel 2 - Faculty and staff receive communication of training sessions, any changes in reporting structure, and pilot testing of new learning system Level 2 Current students receive communication of new programs and learning systems being tested to expand and enhance their learning experienceLevel 3 Community receive communication of new programs that will be offered by the college; demonstration of new learning system for future studentsConduct online surveys to sample awareness and opinionsThe middle phase also provides opportunity to communication internal and external to the organization on awareness and opinion of the changes underway. Milestone communication provides information to the various audiences impacted by the changes from updating management down to the community the college supports and providing a timeline of what has been accomplished and the way forward on the project.


6Milestone Communication (cont.)

Plan TimelineCommunication plan timeline will be provided at each point for public view as a visual in clarifying and understanding the progress of the changes underway.

7Communication StrategiesCommunication strategies must be accomplished through all facets of the organizationLine authority communication is effective in where employees are receiving and believing the message from top managementImmediate supervisor is key to relating the messageOpinion leaders will be identified and utilized; members of focus groups will be also serve in this roleWorking groups that include student advocates for change

Communication must be addressed from all aspects of the change process from top management, immediate supervisor, focus groups, and change advocates such opinion leaders and students.


8Communication Strategies (cont.)Face-to-face communicationMultiple messages through various forms of media will increase chances of people obtaining and retaining the messageWebsite, electronic bulletin boards, email, Social media, blogsOnline surveysNewslettersEmployee themselves pick up and retain relevant information that resonates with them personally

Communication must be addressed from through face-to-face communication, multiple messages through different forms of media that will bring awareness of change internally and externally.


9Launch StrategiesEducationInternal Messaging/MarketingExpanded working groups with Student representationStaff and student inculcationStarts at the top

In any situation of change, people do not like to be the test group. Students feel more comfortable with positive communication from employees about new initiatives and their progress. We will train and instruct key management and educators to provide students with regular updates and in depth training along the way of the transition period. - Market and make the new process inclusive with strategic strategies to each group of students. Explaining the new plan in terms of speaking in a common language will help each student understand how the new policies and procedures will make their learning experience better or easier. - Invite a few students from each degree class to participate in meetings, trainings and open forums so that they can have the big picture. - Create and distribute a comprehensive report or blueprint of how the output implementation will be beneficial for the school and its students. the new business strategy

Commitment is a mindset that is shown in all that you do and must start with NVCC. NVCC has to not only help the students to not rebuttal the new system and way of doing things, we must also give ourselves to the students in showing that we are here to make their learning experience all the more better. Communicating the message from the top down through every level of staff and students is key to influencing and acceptance of change.

Reference:

Spector, B. (2013). Implementing organizational change: Theory into practice (3rd ed.). Retrieved from The University of Phoenix eBook Collection.

University of Phoenix. (2014). Virtual organization: Northwest Valley Community College. Retrieved from University of Phoenix, AET560 website.

10Launch Strategies (cont.)IncentivesBonuses / Time off awardsEmployee Recognition Performance based bonusEmployee Suggestion ProgramAppraisals

Another aspect of launching a communication plan also responding to behaviors of change and any resistance the organization could face. Recognition and reward of position change through employee incentives provides strategy of influence in addressing their own personal interest of whats in it for me mindset. Therefore employees that commit and champion our desired changes will be publically recognized : All leaders will ensure all employees are informed that accomplishments supporting our strategic renewal program will receive weighed consideration for all of our current recognition programs, monetary suggestion program, and performance appraisals.All leaders will assess their employees goals and objectives as required to ensure that their stated goals and objectives for the year reflect our change efforts. Leaders will be evaluated by the dean for their contributions to leading and managing change.


11Evaluation TechniquesImplementation Focus GroupsCross functional teamResponsible for assessing bench marks, monthly status reportsFormative and summative evaluation processControl measureTrack dataFeedback and SurveysPerformance appraisalsTransfer Training methodAppraisals

In order to oversee our efforts, cross-functional focus group will serve as the eyes, ears, and voice of the change efforts. This team will meet weekly and will consist of one member from each department who is capable of speaking for all of the departments efforts to advise and facilitate the change initiatives. The focus group will monitor progress and submit monthly status reports to ensure that we stay our projected timeline for implementing our initiatives.

Using the Formative and summative evaluation process outlined by Giberson (2006), as part of the program development to track data, establish control measure to determine effectiveness, and feedback of the Learning Management System and its use among the faculty and students. Gists Transfer Training method refers to Performance Appraisal as a key measuring tool to gauge success of training, but also student feedback and customer surveys.

The evaluation techniques will be monitored throughout the change process in order to determine quick improvements that can be done, but also foreseeing any major breakdown in the change process that can be corrected or headed off. In addition, the tracking of student data from the time of change implementation in the classroom and outside are effective.

References.Giberson, T. R., Tracey, M. W., & Harris, M. T. (2006). Confirmative Evaluation of Training Outcomes: Using Self-Report Measures to Track Change at the Individual and Organizational Level. Performance Improvement Quarterly, 19(4), 43-61. doi:10.1111/j.1937-8327.2006.tb00384.x.Gist, M. E., Bavetta, A. G., & Stevens, C. (1990). TRANSFER TRAINING METHOD: ITS INFLUENCE ON SKILL GENERALIZATION, SKILL REPETITION, AND PERFORMANCE LEVEL. Personnel Psychology, 43(3), 501-523.

12Wrap up PlanConfirming changeAfter Action ReviewsCollect DataIdentify DeficienciesSustain PositivesImprove PerformanceThe final phase of the communication plan is confirming the changes through celebration of its success not only at the end of the project but throughout its implement to reinforce commitment and reduce stress. After Action reviews also evaluate the data collected before, during, and after, to identify deficiencies, improve performance, and address the positives of change. AAR provide the focus groups and management to outline the change process and communication plan to determine what went right, wrong and what could have been done differently.


University of Phoenix. (2014). Virtual organization: Northwest Valley Community College. Retrieved from University of Phoenix, AET560 website.

13ConclusionEffective communication planreduce uncertainty, lessen ambivalence, and resistance to changeIncrease involvement and commitment of employeesImportant role of creating a sense of fairness, trust, and confidence in leadershipPromote success of cultural and behavioral, but also celebration of change

Communication plan is a step by step process to implement and promote trust, fairness among employees and its students, but also to celebrate the success of change within an organizations culture. By outlining a clear, timely, and candid messages of the need for change and how to go about its implementation and knowing the an individual interest was taken into consideration and aligns with the common mission and goal behind the change reduces uncertainty and resistance to change.14Giberson, T. R., Tracey, M. W., & Harris, M. T. (2006). Confirmative Evaluation of Training Outcomes: Using Self-Report Measures to Track Change at the Individual and Organizational Level. Performance Improvement Quarterly, 19(4), 43-61. doi:10.1111/j.1937-8327.2006.tb00384.x.Gist, M. E., Bavetta, A. G., & Stevens, C. (1990). TRANSFER TRAINING METHOD: ITS INFLUENCE ON SKILL GENERALIZATION, SKILL REPETITION, AND PERFORMANCE LEVEL. Personnel Psychology, 43(3), 501-523.

Harris, D. (n.d.). Northwest Valley Community College - Kelsey Campus. About us. Retrieved from https://ecampus.phoenix.edu/secure/aapd/CIST/VOP/Education/NVCC/about.asp.

Spector, B. (2013). Implementing organizational change: Theory into practice (3rd ed.). Retrieved from The University of Phoenix eBook Collection. University of Phoenix. (2014). Virtual organization: Northwest Valley Community College. Retrieved from University of Phoenix, AET560 website.Vasile, D. (2009). Communicational approach in the organizational change management. Annals Of The University Of Oradea, Economic Science Series, 18(4), 185-190.

References15Project TimelineCommunication PlanTIMELINE

PROJECT DETAILSDATEMILESTONEPOSITIONBASELINE9/1/14Project Start2519/9/14Milestone 110111/24/14Milestone 2-10112/1/14Milestone 31511/10/15Milestone 4-1514/1/15Midstream Point1515/15/15Milestone 6-1518/5/15Milestone 71519/1/15Milestone 8-2019/30/15Project End151

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audrey tucker aet560 october 13, 2014 professor charity jennings

Documents

change issues

upper management

phase communication

poor communication

management buyinpre

virtual organization

organization function

awareness of needed