The communication model core basis is the synergistic approach on detailed knowledge management within the organization. The facilitation of utilizing knowledge management is a critical component to address the concerns of senior management to minimizing signs of negative reaction against change. The knowledge management is a complex and multifaceted that is necessary as a change management strategy that encompasses all of the organization delivery method to allow knowledge more available.
The knowledge management objective within the confinements of the communication model is to embed imperative information in systems and processes - to apply a cohesive effort to forging alliances with business units and offer incentives to implement learning organizational culture. The success of changes in the organizational structure is more attainable by the human resources management team. The human resource team is needed to formulate a successfully implementation the changes in the organizational structure.
The matrix organizational structure provides the positives of both worlds in relation to a pure-project organization and a functional organization. Mainly, the ability to utilize advantages of many training resources for adapting to effective learning organizational techniques - that assigned appropriate resources capacity to cohesively manage (Cooper, Grey, Stephen and Walker, 2005). The approach to accommodate the project within a matrix organizational structure creates a “balanced” matrix for an evenly responsible role to successfully reaching goals.
The human resources management team brings the required technical skills, interpersonal skills, and communication skills. In doing so, the human resources and training team allows the implementation of learning objectives to effectively direct, lead, and communicate the desired organizational behavioral culture. (Figure A). Once the human resources and the project manager is successfully concluded after the initial learning organizational culture project by the CEO, that is considered the sponsor, the next phase is to start the change management initiative.
The change concept is measured against the project baseline and/or scope with the standard areas of focus but with the concentrated effort to minimize any negative efforts regarding the new department and organizational structure (Kotter, 1996). The human resource manager and the project manager communicates the scope objectives in relation to the budget, schedule, and plans to manage quality, risk, issues, change as well as focusing on communication.
The figure A illustrated the three PM teams that works with the project manager to securing the individuals from other business units and resources that plays a pivotal role to the minimizing the negative effects. The human resource manager and project manager will need to implement a communication model by having a mandatory project scope introduction meeting. The meeting is held with the sponsor and stakeholder for a concise effort to identify all point markers and objectives.
The initial meeting provides the opportunity to address feedback from the individual business units. The feedback communicated from the human resource and project team encourages the sponsor on the main restriction noted from employees not feeling positively regarding the change in the initiative of the customer service department. The sponsor and stakeholder provide the needed answers and/or approval to direct the project manager in successfully managing each business unit departments within the confinements of certain authority (Wild, Wild, and Han, 2006).
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