Communication objectives
Audiences
The inclusion of the appropriate target audience will facilitate the realization of JKL Industries Communication objectives and goals. The key audiences for the communication are therefore external and internal audiences. For effective organizational transformation, these audiences must be actively involved through effective communication. In the absence of effective communication, the organization is likely to face hindrances in its change endeavors (Barnabas, Anbarasu and Clifford, 2010). Apart from the immediate partners of the organization, the target audience will also include the following arranged in their order of priority.
Internal Audiences
Senior management
Individual employees
Work Groups
External Audiences
General public
Other external stakeholders
Methods of communication
Internal communication mix
Face to face meetings
Meetings refer to the gathering together of a group of people to deliberate on certain issues with the aim of arriving at a decision. Face to face meetings will be used to facilitate communication between individuals and groups within the organization. This method of communication will involve meetings that will be carried out at a definite place and time and which will involve a predetermined agenda. The possible reasons for the use of this method include the fact that they will be time-saving by enabling several stakeholders to be consulted at the same time (Doz and Kosonen, 2010). Meetings will also promote the exchange of ideas and allow the provision of emotional support to deserving members. They will also allow representation of various stakeholders among other benefits.
Internal memorandums
In addition to meetings, internal memos will also be used. A memo is a medium for the exchange of information among people at different levels within an organization. Memos are also appropriate because they can be delivered without many disruptions within an organization. Memos also usually take less time to prepare. They are also simple to compose and less costly.
Conference Calls
A conference call refers to a call involving three or more people. Conference calls make it possible for people in different locations to hold a meeting via telephone. With the fact that the organization has branches outside Sydney, conference calling may significantly facilitate its internal communications (Gray and Wilkinson, 2017). The reasons for the choice of this method include the fact that it will allow the organization to save both time and money by allowing the inter-branch exchange of information without extra expenses such as travel and accommodation expenses.
For effective communication with the external audiences, the use of well established and modern communication methods will be used. A combination of social media, press releases PR events, and campaigns, print products, mass media, newsletters among others
Provisions to facilitate bottom-up consultations
Bottom-up consultations are critical for effective communication in an organization. This, therefore, means that certain provisions need to be developed to facilitate communication between subordinates and their superiors. In this regard, health and safety concerns would be one of the areas that the input of senior management would be required. With the introduction of critical changes within the organization, employees will be purposely interested in finding out how the changes are going to affect them directly or indirectly (Jones, 2012).
Apart from matters of safety and health employees might also need to consult the top management on issues regarding their employment, performance expectations as per the expected changes any associated role changes, compensation among others. Open door policy is one of the provisions that can be used to facilitate bottom-up consultation. This policy requires that the top management remove all barriers that make them inaccessible by the subordinates (Swanson and Frederick, 2016).
It requires them to leave their doors open to encourage consultation and openness with the employees. In addition to open door provision, the involvement of employees in key decision-making processes would make them more informed and capacitate them to communicate with the management regarding the issues that directly concern them.
Grievance Procedure
Grievances are complaints, problems or concerns raised by employees to their employers. Although there are no specific procedures to be followed when raising or dealing with a grievance in an organization setting, some basic principles need to be observed. The following procedure may be used.
Raising the grievance with the immediate supervisor
Whenever an employee feels aggrieved they should first raise their grievance with the immediate supervisor
Writing to the employer
As soon as an employee is convinced that he or she has a grievance, they should write to the employer to shed light on the particular grievance that they have. In their letter, the employee should provide all the details concerning their grievance. Such details should include how best an employee thinks that the employer should resolve the grievance (Thomas, Sergeant and Hardy, 2011). The employee should state the date of the letter and keep a personal copy.
Meeting with the employer
After receiving the letter, the employer should then schedule a meeting with the employee at a reasonable place and time to have a discussion regarding the grievance. During the meeting, the employee may verbally air out their grievances or read them out to the employer. After going through the grievances; the employer may then give the employee representative another opportunity to comment (Chung and Luo, 2008). This meeting should be focused on establishing facts regarding the grievance and finding a way to resolve it. In case further investigations are needed to resolve the issue the employer should push the meeting to a later date.
Report to Senior Management Team
1a.
In facilitating effective communication, it is important that the needs of the audience are clearly understood. Understanding of the particular needs of the audience ensures the communication strategy adopted is the best in meeting their needs (Rooney et al., 2010). Effective communication needs to bring together both organizational and individual needs and align to the mission values and vision of an organization.
Organizational needs
One of the most fundamental needs of the organization is financial health. Amid the intended organizational changes, JKL Industries need to remain in good financial health to survive in the market. In addition to financial health, the organization’s growth and development is an important need that needs to be considered. The organization change, therefore, needs to be in line with the organization ’s growth and development needs. The existence of positive relationships is also one of the factors that make organizations thrive.
Positive relationships in an organization are reflected in the existence of teamwork, trust partnerships, external strong networks, and an appreciation of diversity and strong energy (Voon, Ngui and Ayob, 2011). Finally, organization change must meet the interests of all stakeholders including the society, employees, suppliers, and customers. The management would require to communicate the intended changes to its employees and others stakeholders
With the anticipated changes in the organization, some legal requirements also need to be observed. These requirements mostly have to do with employee health and safety, job security and fair treatment. It’s a legal requirement for employers to protect their employees against unfair work practices such as unfair dismissal and ensure that their health and safety are prioritized during the change process (Westover, 2010). Violations of these requirements would have a negative impact on the organization.
Some ethical requirements also need to be observed during the change process. There is a need for honesty and truthfulness in all dealings associated with the change process. The management of the organization should ensure that it does not deliberately mislead its employees or other stakeholders in any way. There is also a need to maintain integrity by doing what is right even when the pressure to do the opposite is enormous.
1.b
This draft communication strategy offers a direction for JKL industries Internal and external communication as a way of ensuring that the communication reflects the organization’s work and priorities. The strategy is also intended to support the organization in providing timely and reliable information.
Its implementation is supported by the organization’s management in collaboration with other partners and stakeholders. This draft communication strategy responds to the JKL Industry activities attributed to the desired organizational change. The effectiveness of this communication strategy will ensure that the change process is carried out effectively by ensuring efficient and up to date communication. It will also improve internal and external relations.
References
Barnabas, A., Anbarasu, J. and Clifford, P., 2010. The need for awareness of servant leadership in business schools. Academic Leadership, 8(2), pp.37-42.
Doz, Y.L. and Kosonen, M., 2010. Embedding strategic agility: A leadership agenda for accelerating business model renewal. Long range planning, 43(2-3), pp.370-382.
Gray, K. and Wilkinson, J., 2017. Managing organizational change. In Human Factors in the Chemical and Process Industries (pp. 335-355).
Jones, G.R., 2012. Organizational theory, design, and change: Texts and cases. Pearson Higher Ed.
Kotter, J.P., 2008. Force for change: How leadership differs from management. Simon and Schuster.
Rooney, D., Paulsen, N., Callan, V.J., Brabant, M., Gallois, C. and Jones, E., 2010. A new role for place identity in managing organizational change. Management Communication Quarterly, 24(1), pp.44-73.
Swanson, D.L. and Frederick, W.C., 2016. Denial and leadership in business ethics education. Business ethics: New challenges for business schools and corporate leaders, pp.222-240.
Thomas, R., Sargent, L.D. and Hardy, C., 2011. Managing organizational change: Negotiating meaning and power-resistance relations. Organization Science, 22(1), pp.22-41.
Voon, M.L., Lo, M.C., Ngui, K.S. and Ayob, N.B., 2011. The influence of leadership styles on employees’ job satisfaction in public sector organizations in Malaysia. International Journal of Business, Management and Social Sciences, 2(1), pp.24-32.
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