Create A Timeline For Your Communication Implementation ✓ Solved
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Create a timeline for the implementation of your Communications
Create a timeline for the implementation of your Communications Plan by doing the following: Choose 10 activities that you will do to make sure your Communications Plan is fully implemented in the most effective way possible (Assess stakeholders current attitudes toward the change, produce training materials, conduct one-on-one visits, conduct data analysis, design survey instruments, etc.). For each of the 10 activities, give a brief explanation (50-75 words each) of why you chose the activity you did and how it will help to bring about the organizational change you are seeking. Complete the table below by filling in the 10 activities you have selected and placing an “X” in the month that each activity will be accomplished by.
Part II: Evaluation In words, prepare an evaluation of your organizational change by doing the following: State the organizational change: Explain the methods you will use to assess the current state of your organization. These might include paper surveys, online surveys, interviews, focus groups, etc. Explain why they are the best methods for your situation. Explain which mechanisms (website, email address for team in charge of organizational change, etc.) you will create to allow internal and external stakeholders to provide feedback. Explain what methods you will use to assess the state of your organization after you have successfully completed the organizational change. These methods might include paper surveys, online surveys, interviews, focus groups, etc. Explain why you will use the methods you have chosen.
Paper For Above Instructions
The successful implementation of a Communications Plan is crucial for promoting organizational change. This document outlines a timeline of activities and methods of evaluation to ensure effective communication and engagement with stakeholders. Here, we will provide a structured approach by detailing ten key activities, their justification, and how they contribute to the desired organizational change.
Part I: Timeline of Activities
The following timeline presents ten essential activities aimed at implementing the Communications Plan effectively:
| Activities | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 |
|---|---|---|---|---|---|---|
| Assess current attitudes | X | |||||
| Produce training materials | X | X | ||||
| Conduct one-on-one visits | X | X | ||||
| Conduct data analysis | X | |||||
| Design survey instruments | X | X | ||||
| Prepare stakeholder communication | X | |||||
| Implement feedback mechanisms | X | |||||
| Collect feedback from surveys | X | |||||
| Focus groups sessions | X | X | ||||
| Final evaluation and reporting | X |
Activity Explanations
1. Assess current attitudes: This activity involves gathering initial data to understand how stakeholders feel about the organizational change. Utilizing interviews and surveys ensures that the implementation is sensitive to stakeholder concerns and aligns with their expectations (Armenakis et al., 1993).
2. Produce training materials: Effective training materials are critical for preparing employees for changes. These materials will focus on educating stakeholders about new processes or technologies, enhancing their ability to adapt to changes (Kotter, 1996).
3. Conduct one-on-one visits: Personal interactions with key stakeholders will help build relationships and ensure transparent communication. This one-on-one approach facilitates discussion and immediate feedback, fostering trust and collaboration (Kotter, 1996).
4. Conduct data analysis: Analyzing data both quantitatively and qualitatively provides insights into stakeholder behaviors and the effectiveness of communication strategies. This ensures adjustments can be made promptly (Drucker, 2006).
5. Design survey instruments: Surveys are essential tools for gathering stakeholder feedback efficiently. Well-designed surveys increase participation rates and yield valuable data regarding organizational change perceptions (Fowler, 2013).
6. Prepare stakeholder communication: Developing a communication strategy that encompasses the organizational change ensures all stakeholders are informed and engaged. Continuous updates prevent misinformation and enhance acceptance (Cornelissen, 2017).
7. Implement feedback mechanisms: Installing channels for feedback, such as dedicated email addresses or online platforms, is crucial for encouraging stakeholder input. This ensures that stakeholders feel their voices and concerns are heard (Morrison, 2014).
8. Collect feedback from surveys: Systematic collection of survey feedback allows for objective measurement of stakeholder sentiment and involvement in the change process. The data will inform adjustments needed in real-time (Harrison & Klein, 2007).
9. Focus group sessions: Conducting focus groups allows for deeper insights into stakeholder opinions and feelings regarding changes. These discussions provide qualitative data that supplement quantitative survey results (Morgan, 1997).
10. Final evaluation and reporting: A comprehensive review after the change implementation will assess overall effectiveness and stakeholder satisfaction, informing future communications strategies (Cawsey & Deszca, 2007).
Part II: Evaluation of Organizational Change
The organizational change involves adapting to new communication platforms aimed at enhancing productivity and stakeholder engagement. To assess the current state, we will use a mixed-method approach, combining paper surveys and online surveys due to their accessibility and ability to reach a broad audience (Dillman et al., 2014).
Our evaluation methods include interviews and focus group discussions, ensuring diverse perspectives are considered. Paper surveys will be employed for stakeholders less familiar with technology, while online surveys will facilitate faster data collection from tech-savvy individuals (Bryman & Bell, 2015).
Feedback mechanisms will consist of a dedicated website featuring updates and an email address for questions and comments, promoting transparency and responsiveness (Floyd, 2014). After implementation, the effectiveness of new communication strategies will be measured through follow-up surveys and further focus groups, ensuring ongoing evaluation and adjustment of strategies (Patton, 2008).
References
- Armenakis, A. A., Harris, S. G., & Mossholder, K. W. (1993). Creating readiness for organizational change. Human Relations, 46(6), 681-704.
- Bryman, A., & Bell, E. (2015). Business Research Methods. Oxford University Press.
- Cawsey, T. F., & Deszca, G. (2007). Organizational Change: An Action-Oriented Toolkit. Sage Publications.
- Cornelissen, J. (2017). Corporate Communication: A Guide to Theory and Practice. Sage Publications.
- Dillman, D. A., Smyth, J. D., & Christian, L. M. (2014). Internet, Phone, Mail, and Mixed-Mode Surveys: The Tailored Design Method. Wiley.
- Drucker, P. F. (2006). The Effective Executive. HarperCollins.
- Floyd, K. (2014). Creating an organizational culture: The role of communication in organizations. Journal of Communication Management, 18(2), 144-158.
- Fowler, F. J. (2013). Survey Research Methods. Sage Publications.
- Harrison, D. A., & Klein, K. J. (2007). What's the difference? Diversity constructs as separation, variety, or disparity in organizations. Academy of Management Review, 32(4), 1199-1228.
- Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
- Morgan, D. L. (1997). Focus groups as qualitative research. Qualitative Research Methods Series, 16.
- Morrison, E. W. (2014). Employee voice and silence. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 173-197.
- Patton, M. Q. (2008). Utilization-Focused Evaluation. Sage Publications.
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