Date: October 2, 2018
To: All employees
From: Human resource section
Topic: Restructuring the sales group
Dear Team,
The top management team has been monitoring and carrying out in-depth research in the sales section over the past months. The organizational structure in the company has been efficient for the past years. However, there have been some concerns about the organizational structure. The employees have decided to redesign the sales department after holding a few meetings. The aim of restructuring the sales section is to increase the company’s profits and employees’ efficiency.
The present organizational structure has four vice presidents and 60 district managers
Reason for Change
The aim of restructuring the sales department is to increase the company’s profitability and employee efficiency. The top management understands the significance of efficiency and profits in the organization. The executives understand the contribution of high productivity and margins to the company’s sustainability. It is clear that the company has maintained its leading market position due to employee productivity and loyalty. The company intends to improve the processes in the sales department by reconstructing the structure. The retained earnings might increase due to the elimination of additional expenses in the sales department.
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Implementation of the Structure
The current organizational structure consists of 4 divisions with 60 district managers. Change inhibits independence and individuals feel that they lose supremacy in their territories. Further, change brings intimidation to the organizational members. A company needs to design a strategic plan to reduce confusion and intimidation among the employees (Paton & McCalman, 2015) . The CEO, CFO, and HCM will hold a meeting on September 10, 2018, to discuss the restructuring of the organization's systems. The employees should ask questions for the management to address their concerns. The company will use the new structure from September 10, 2018. The new structure consists of 2 district managers and three regional leaders. The regional directors will report to the two district managers. The structure has ten district directors who will report to the three regional managers. The structure is indicated in figure 2 below.
Figure 2
The district directors should hold a meeting with all the group members within three days after restructuring the company's system. The district directors should be aware of the organization's vision and mission. They must create mission statements for their respective groups. Each team's mission statement should be different from the primary purpose of the company. The Human Capital Management should assess the group’s mission statement before presenting it to the members.
Execution of the Plan
The district directors should report to the HCM team on September 10, 2018, to receive the new strategy of redesigning the company's system. The new division vice presidents have similar responsibilities to the regional managers. In case the divisional vice president declines the offer of transitioning to regional directors, the will receive low salaries. The purpose of redesigning the company’s structure is not to relieve the employees. The transition of the division vice president to regional managers does not fulfill the aim of restructuring the organization’s structure. The current DVP will shift from their offices and assigned to new locations. In case there are any issues about relocating the offices, you will submit the survey for the top management to assess and solve the problem. By 25 th September, all the employees must understand the new responsibilities and the required expectations. The human capital management will help the employees to embrace the changes. We are ready for any questions regarding the changes in the organization’s structure.
District Managers
The district director is responsible for leading, mentoring, and guiding every team member in their respective group. The district directors will oversee and assist the regional leaders in sections that need improvement. They will also make sure that all group members receive training. The district managers will collaborate with the regional directors and executives in executing their responsibilities. It is essential for every district manager to understand the organization's goals for this financial year and make sure their group members work in line with the mission (Kneer, 2013) .
Regional Directors
The regional managers will monitor the activities and the members of the districts. The regional manager will collaborate with the senior district directors and manager to supervises the events in their locations. The team members will receive support from the local managers in meeting the goals. The group members will acquire all the resources that are necessary for achieving the goals.
Communication Plan
A communication plan is essential for establishing a network in the new organizational structure. All the district directors will use the states communication plan in creating systems in their groups (Stanford, 2013) . Every district manager can form their communication strategy in their group, but it has to be similar to the template below. The proposals will be addressed to the human capital management stating their assigned deadline for the aim of assessing the new structure and its performance. The new communication plan consists of the duties and responsibilities of every employee.
| Communication Plan | ||
Date: | ||
District Director | ||
Regional Director | ||
Present Goals | ||
What | Who (Receiver) | How (Delivery Technique) | When Time | Responsible Member Signature |
Project | ||||
Purpose | ||||
Timeline | ||||
Contingency Plan | ||||
Condition |
Our aim in designing the communications plan is to make sure that there s a secure network when incorporating the new structure. You are free to visit my office, call me at (858) 565-565, or send an email.
Best Regards,
Best Regards,
Human resource manager
References
Kneer, C. (2013). Change management . Place of publication not identified: Grin Verlag.
Paton, R. A., & McCalman, J. (2015). Change management: A guide to effective implementation . London: Sage.
Stanford, N. (2013). Organization Design: Engaging with Change .
