CS4L 7-Course Textbook: Leadership And Communication

Cs4l 7course Textbook Barrett D J 2011 Leadership Communication

Cs4l 7course Textbook Barrett D J 2011 Leadership Communication

CS4L-7 Course Textbook : Barrett, D. J. (2011). Leadership communication (3rd ed.). New York, NY: McGraw-Hill/Irwin Question 1 Mission and Vision statements should frame how an organization functions. Choose an organization you are familiar with and discuss why you do (or do not) feel that they are successful at communicating these principles. What suggestions could you make to improve leadership communication of the organization's mission and vision? Answer in at least 200 words. Question 2- ESSAY (3 to 5 pages) One of the most challenging roles for a leader is to guide an organization through a major change. Adding to the complexity of the process is the fact that individuals within the organization respond to change differently. Kurt Lewin (as cited in Bennis, 2003) stated, “If you want to truly understand something, try to change it”—(p. 133). What does Lewin mean by this statement? Discuss the three major phases of a change communication program. Reflect on an instance in which you tried to bring about change within an organization but were unsuccessful. What did you learn from this experience? Did the change support the organization’s mission? Why or why not? If a similar situation were to occur again in the future, describe what you could do, as a leader, to better facilitate the change process. Create an action plan for designing a communication program for this change. Suggested length for this paper is three to five pages. Title page and Reference page are not included in the three page minimum. You are required to use at least your textbook as a source material for your response. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations. Paper formatting, including citations and references, should adhere to APA guidelines. Bennis, W. (2003). On becoming a leader. Cambridge, MA: Basic Books Barrett, D. J. (2011). Leadership communication (3rd ed.). New York, NY: McGraw-Hill/Irwin ECOLOGICAL Footprint In a maximum of 550 words, answer the following questions: •How big is your personal footprint? •How has it changed (if at all) since the first time you completed the assessment six weeks ago? •As a result of taking this course, what steps will you take to make you footprint smaller? BUS 4040, Communication Skills for Leaders 1 UNIT VII STUDY GUIDE Strategic Internal Communication Learning Objectives Upon completion of this unit, students should be able to: 1. Evaluate effective internal communication. 2. Propose an effective organizational mission and vision. 3. Evaluate the design and plan for successful organizational change. Unit Lesson Fostering Effective Internal Communication Leaders are challenged to ensure that information travels not only throughout an organization, but beyond the boundaries of the organization to other groups. As a leader, successfully reaching your goals requires that you are able to encourage, motivate, and support all levels of employees, both below and above you, through strategic communication. Barrett (2011) explains that this “organizational direction comes from leaders’ having created and effectively communicated a clear and meaningful vision” (p. 345). Motivation serves to both stimulate and direct employee behavior while working toward this vision. Communication is an especially important contributor to the effective functioning of today’s organizations. Technology has sped up the pace of work and has limited the time available for an organization to correct any errors or misunderstandings. The global work environment has created the need for people to telecommute while also keeping in close contact with their offices while traveling on business. For today’s organizations to remain successful, they must stay well-informed about rapidly changing markets. Finally, increased technology has transformed the way people do their jobs, and to that end, they depend on continuous communication to remain productive. Maintaining Effective Internal Communication High-performing organizations are able to successfully establish avenues of communication that allow for continuous assessment of how their internal processes are meeting their strategic objectives. Formal communication within the organization includes the distribution of messages concerning the efforts of the organization. Human resources are a major focus as strategic communication must be evident on all levels. Supportive management must model expected behaviors as they encourage open communication within the organization. Targeted messages allow leaders to present relevant and meaningful information to employees while sharing the same message with organizational partners, but in a manner that is appropriate for them. How these messages are transmitted is also of concern. Technology has opened up opportunities for sending and receiving messages that go above the traditional memo and newsletter. Social media allows for transmission of digital communications. Reading Assignment Chapter 11: Leadership through Strategic Internal Communication Presentation Leadership through Strategic Internal Communication Key Terms None BUS 4040, Communication Skills for Leaders 2 designed to reach every employee in a timely manner. Having communication staff strategically placed throughout the organization supports the mission and vision by reinforcing the strategic importance of communication. Ongoing assessment between each of these targeted areas allows leaders to evaluate the effectiveness of their communication processes. Both formal and informal methods of data collection can provide leaders with needed information regarding the effectiveness of the communication channels. Evaluating levels of satisfaction toward the effectiveness of organizational communication can be done formally, through performance assessments, and informally through surveys and polls. These tools can quickly gauge organizational satisfaction regarding communication. Communication of Mission and Vision An organization’s mission and vision serve as a guide for employees as they work toward the future. These statements of purpose need to be communicated to members of the organizational community to impart a clear understanding of the long-term goal, and the reasons for it. Wording for both the mission and the vision should be brief and clear in order to focus organizational efforts toward that purpose. Having a strong sense of shared purpose is motivational for employees. Maintaining communication between leadership and employees on the progress of the company ensures that they are informed about the progress of the company. This helps to make them feel that they can make a difference within the organization in regard to achieving these common goals. Communication through Change Bennis (2003) wrote that “learning to lead is, on one level, learning to manage change”—(p. 135). For a leader, having a plan to manage change includes a strategy for communicating that plan to all individuals who have an interest in the organization. Employees, stockholders, as well as the community at large, should be made aware of how the change will affect them. Depending on the significance or the level of the change, specifically whether it’s a basic or a first-order change—one that perfects the system but does not change it drastically from the past, or a strategic or a major second-order change—one that changes the system in major ways (Marzano, Waters, & McNulty, 2005). Once a strategy has been formulated and communicated, it should be implemented with as little disruption and stress as possible for the people who are actually tasked with implementing the change. After the strategy is implemented, the outcome should be evaluated to determine if the goals for the change have been met. If they have not, then different goals should be defined with a detailed change communication action plan in place to outline the requirements, the responsibilities, and the deadlines required to implement the change successfully. References Barrett, D. J. (2011). Leadership communication (3rd ed.). New York, NY: McGraw-Hill/Irwin. Bennis, W. (2003). On becoming a leader. Cambridge, MA: Basic Books. Marzano, R. J., Waters, T., & McNulty, B. A. (2005). School leadership that works: From research to results. Alexandria, VA: Association for Supervision & Curriculum Development.

Paper For Above instruction

Effective leadership communication, particularly regarding an organization's mission and vision, plays a crucial role in shaping organizational success. This paper explores the significance of mission and vision statements, evaluates a real-world organization's communication effectiveness, and offers strategies for improvement. Additionally, it examines the challenges and strategies of managing organizational change through communication, reflecting on personal experiences and developing an actionable plan to facilitate future change initiatives.

Selection of Organization and Evaluation of Communication Effectiveness

For the purpose of this discussion, I have selected Google Inc. as a representative example. Google is renowned for its innovative culture and transparent communication practices. The company's mission statement, "to organize the world’s information and make it universally accessible and useful," reflects a clear purpose directed towards societal benefit. Similarly, its vision of creating a world where information is universally accessible enhances motivation and aligns organizational efforts. Google actively communicates its mission and vision across various channels—corporate websites, employee onboarding, internal newsletters, and town hall meetings—demonstrating a robust internal communication strategy.

However, despite these strengths, there are areas for improvement. While Google excels in transparent external communication, some internal audiences report that the messaging sometimes feels overly corporate or impersonal, which can diminish individual engagement. Furthermore, rapid organizational growth has led to communication overload for some employees, making it difficult to discern the most critical messages. To address this, Google could implement more targeted communication strategies, using segmentation to tailor messages based on roles, projects, or departments. Enhancing two-way communication channels, such as feedback platforms or employee forums, could also foster a stronger sense of inclusion and shared purpose.

Improving Leadership Communication of Mission and Vision

To enhance communication regarding its mission and vision, Google could adopt more interactive and participatory communication methods. Initiatives such as leadership Q&A sessions, employee focus groups, or digital idea boards can encourage active engagement. Additionally, embedding the mission and vision into daily communications, performance reviews, and recognition programs can reinforce their importance. Leaders should also consistently demonstrate behaviors aligned with these statements, serving as role models. Integrating storytelling—sharing real examples of employees embodying organizational values—can further personalize and embed these principles into the corporate culture.

Managing Organizational Change through Communication

The quote from Kurt Lewin underscores the importance of understanding the nature of change by actively engaging with it. Lewin suggests that change is a practical way to deepen comprehension—by experimenting and observing the reactions within an organization, leaders gain insights into its dynamics. Lewin’s change model comprises three phases: unfreezing, changing, and refreezing. During unfreezing, leaders must prepare the organization for change, challenging existing beliefs and establishing a sense of urgency. The changing phase involves implementing new processes or behaviors, supported by clear, ongoing communication. Finally, refreezing stabilizes the new practices, embedding them into the organizational culture.

Reflecting on Personal Experience

I recall an instance when I attempted to introduce a new project management tool in a mid-sized organization. Despite comprehensive training and communication efforts, the initiative faced resistance, and the adoption was partial, leading to its eventual failure. Key lessons included the importance of understanding employees’ concerns, involving them in the planning process, and ensuring continuous support. The change did not fully support the organization’s broader mission, which aimed to improve operational efficiency and collaboration. Resistance stemmed from fear of disruption and unfamiliarity with the new tool, indicating a need for better change management practices.

Action Plan for Future Change Initiatives

To facilitate future organizational change, I propose a structured communication strategy encompassing the following steps:

• Assessment and Involvement: Engage employees early, gather input, and address concerns.
• Clear Messaging: Articulate the purpose and benefits of change, emphasizing alignment with organizational mission.
• Leadership Engagement: Train leaders to model behaviors and communicate consistently.
• Feedback Channels: Establish platforms for ongoing feedback and questions.
• Training and Support: Provide comprehensive training and resources throughout the transition.
• Evaluation and Adjustment: Monitor progress, solicit feedback, and adapt strategies as needed.

Implementing this plan would increase transparency, foster ownership, and enhance the likelihood of successful change adoption, ultimately supporting the organizational mission and vision effectively.

References

• Barrett, D. J. (2011). Leadership communication (3rd ed.). New York, NY: McGraw-Hill/Irwin.
• Bennis, W. (2003). On becoming a leader. Cambridge, MA: Basic Books.
• Marzano, R. J., Waters, T., & McNulty, B. A. (2005). School leadership that works: From research to results. Alexandria, VA: Association for Supervision & Curriculum Development.
• Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Thousand Oaks, CA: Sage Publications.
• Kotter, J. P. (1996). Leading change. Boston, MA: Harvard Business Review Press.
• Robinson, S. P., & Judge, T. A. (2019). Organizational Behavior (18th ed.). Pearson.
• Hersey, P., & Blanchard, K. H. (2013). Management of Organizational Behavior: Utilizing Human Resources (10th ed.). Pearson.
• Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
• Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture. Jossey-Bass.
• Argyris, C., & Schön, D. A. (1996). Organizational Learning II: Theory, Method, and Practice. Addison-Wesley.