管理者的首要职责是在战时的基础上向员工传达变革的意图和计划。在战略制定过程中，领导负责沟通与战略变更实施相关的更新。组织的管理必须帮助人们理解应用于组织的变更的性质和应用变更的原因。管理层还必须找出员工不愿意改变的可能原因。员工倾向于找出变更的原因及其将如何影响他们，这就需要提供关于变更过程的适当信息(Keppel & Wardell‐Johnson, 2012)。变革的进程必须辅之以管理人员和雇员之间反应灵敏的沟通渠道，这将促进培训和信息分享的进程。员工频繁地参与与变革相关的决策过程，会让员工产生一种认同感，从而拥抱变革的过程。实施变革过程中的违规行为可能比没有变革过程有害得多。不恰当的变革程序和策略会导致员工对高级管理层的熟练程度产生怀疑(Hornstein, 2015)。
任何组织变更策略成功的机会在以前变更实现失败的情况下被最小化。组织的管理人员必须理解，在组织中引入变更应该在具有一组明确目标的上下文中进行。联邦快递通过不同的变更所经历的演变，为组织中的变更管理过程提供了一些启示。以下简要介绍了本组织多年来的历程和执行变化的一贯过程。公司一开始只有两架法国制造的小型飞机和几名使用私人运输工具运送货物的员工(Goetsch & Davis, 2014)。该公司的第一个客户是美国联邦储备系统(Federal Reserve System)，负责银行间的支票和重要文件的隔夜转账。扩大公司的意图是优先考虑医疗用品和计算机外围设备和设备等项目。该公司在其船队中又增加了9只猎鹰，从而进军中西部和南部等新领域。
The first responsibility of managers is to convey the intention as well as plan for the change to employees on a wartime basis. The leaders are responsible for communicating updates related to the strategy for change implementation along the course of strategy development. The management of an organization has to assist people in understanding the nature of the change being applied to the organization and the reason for application of change. The management must also find out the possible reasons for employee reluctance towards change. The tendency of employees to find out the reason for change and how it will affect them, invokes the need for provision of proper information on the change process (Keppel & Wardell‐Johnson, 2012). The process of change has to be complemented by responsive channels of communication between managers and employees will catalyze the process of training and information sharing. The frequent involvement of employees in decision making processes related to change induces a feeling of recognition in employees and thus, they embrace the process of change. The irregularities in implementation of change can be far detrimental than the absence of a change process. Inappropriate procedures and strategies for change can induce disbelief in employees regarding the proficiency of senior management (Hornstein, 2015).
The chances of success of any strategy for organizational change are minimized in event of previous failures of change implementation. The organization’s management must understand that introducing a change in the organization should be carried in context with a clear set of objectives. The evolution of FedEx through different changes throws some light on the change management process in the organization. A brief description of the organization’s journey over the years and the consistent process of implementing changes have been provided as follows. The company started off with two small French-made airplanes and a few employees who used personal conveyance to conduct deliveries (Goetsch & Davis, 2014). The company has the Federal Reserve System as its first client and was responsible for the overnight transfer of checks and vital documents between banks. The intention for expanding the company arose from the priority of items such as medical supplies and computer peripherals and equipment. The company expanded with the inclusion of nine more Falcons in its fleet and thus ventured into new domains such as Midwest and South.