MGT 550 Final Project Guidelines And Rubric Overview

Mgt 550 Final Project Guidelines And Rubricoverview The Final Project

The final project for this course is the creation of a strategic communication case study. You will analyze a provided case study, identifying key issues, and develop internal and external communication strategies to address those issues. Your project must include an introduction summarizing the case and defining your communication goals, detailed plans for internal and external communications, and a follow-up plan to evaluate effectiveness and lessons learned. The project should be 12 to 15 pages, well-organized, and formatted according to APA standards. It involves crafting messages, selecting appropriate communication mediums, considering cultural and organizational factors, and planning for conflict resolution and continuous support.

Paper For Above instruction

The strategic management and communication landscape within organizations are complex, demanding a nuanced understanding of how messages influence stakeholder perceptions and actions. The case study “Research in Motion: Sincerely, a RIM Employee (A)” offers a pertinent example of the internal and external communication challenges faced by organizations navigating technological and market changes. Developing an effective strategic communication plan requires careful analysis of the case details, clear identification of communication objectives, audience tailoring, and assessment of communication effectiveness.

In conducting this project, I will first establish the context by summarizing the key issues of the case study. The core problem involves internal dissent and external perception issues stemming from organizational changes at Research in Motion (RIM). The company faces challenges in maintaining employee morale, consumer trust, and investor confidence amidst significant shifts in its product strategy and market positioning. The overarching goal is to convey a coherent message that reassures stakeholders, aligns with organizational goals, and sustains strategic momentum.

My primary communication goals are to inform internal stakeholders about the reasons for change, foster a sense of shared purpose, and support employee development. Externally, the focus is on restoring customer confidence, reassuring investors, and maintaining market competitiveness. Achieving these goals involves carefully crafted messages that are transparent, consistent, and aligned with RIM’s strategic vision of innovation and customer-centricity.

Internal Communication Strategy

To effectively deliver internal messages, I will utilize digital platforms such as internal emails, intranet updates, and town hall meetings. These mediums provide immediacy, broad reach, and opportunities for two-way communication. The decision to use these channels is based on their widespread accessibility and ability to facilitate transparent dialogue. The target audience includes employees at all levels, with considerations for cultural diversity, organizational hierarchy, and varying technological proficiency. Special attention will be paid to language clarity, tone, and framing of change as an opportunity for growth rather than a threat.

The internal message will emphasize the rationale behind strategic shifts, acknowledging employee contributions, and outlining support structures for adapting to change. Change management principles, such as Kotter’s 8-Step Process and Lewin’s Change Model, influence the messaging by fostering a sense of urgency, building coalition, and reinforcing new behaviors through continuous support. Personal and professional development will be highlighted, with resources like training programs, coaching, and open forums to address individual needs. Regular feedback loops will help gauge understanding and sentiment, allowing for adjustments to messaging and support strategies.

Potential conflicts may arise if messages are perceived as inconsistent or if employees fear job security or organizational instability. To mitigate this, messaging will be transparent, empathetic, and supported by face-to-face engagements where possible. The medium choices aim to foster trust and reduce ambiguity, thereby minimizing resistance and conflict.

External Communication Strategy

External messages will be disseminated primarily through press releases, social media, corporate websites, and investor communications. These channels enable broad dissemination, targeted audience engagement, and real-time feedback. The decision to select these platforms is based on their effectiveness in reaching customers, partners, and investors while facilitating dialogue and credibility. Audience considerations include cultural differences, market dynamics, and stakeholder expectations, which shape the tone, content, and timing of messages.

The external message will emphasize RIM’s commitment to innovation, customer satisfaction, and market leadership. It will articulate strategic priorities, address concerns stemming from past challenges, and highlight ongoing efforts to improve products and services. The messaging aligns with the organization's strategic goals of restoring brand confidence and driving growth through technological advancement and customer-centricity.

Potential conflicts in external communication may include misinterpretations, misinformation, or negative publicity. To prevent this, messaging will be consistent, fact-based, and proactive. Social media responses will be monitored to address misinformation swiftly, and transparency will be prioritized to build trust. Such strategies aim to reinforce positive perceptions and preempt conflicts that can undermine organizational credibility.

Follow-Up and Evaluation

Aligning communication and delivery decisions with RIM’s mission, vision, and strategic goals is essential. The messages will underscore the organization's commitment to innovation, customer satisfaction, and technological leadership. Delivery mechanisms, including open forums and digital channels, are designed to embody transparency and accessibility, reinforcing organizational values and strategic priorities.

Monitoring internal reception will involve surveys, focus groups, and feedback portals to assess understanding, morale, and engagement levels. Metrics such as employee participation in change initiatives, feedback quality, and sentiment analysis will inform adjustments. Externally, tools like social media monitoring, media coverage analysis, and customer feedback surveys will evaluate perception shifts and message clarity.

Documenting lessons learned involves maintaining a communication log, conducting post-implementation reviews, and stakeholder interviews. These insights will inform future strategies, emphasizing what worked, what did not, and alternative approaches to enhance communication efficacy. Continuous improvement is crucial to adapting to dynamic organizational and market environments.

Conclusion

In conclusion, developing an effective strategic communication plan for Research in Motion requires a tailored approach that considers internal and external nuances, organizational goals, and stakeholder expectations. By leveraging appropriate media, crafting clear messages grounded in change management principles, and establishing robust evaluation mechanisms, RIM can better navigate its challenges and foster a resilient, aligned organizational culture.

References

• Burnes, B. (2017). Managing Change. Pearson Education.
• Clampitt, P. G. (2019). Communicating for Managerial Effectiveness. Sage Publications.
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Lewin, K. (1947). Frontiers in Group Dynamics. Human Relations, 1(2), 143–153.
• Tourish, D., & Robson, P. (2006). Sensemaking and the Discourse of Corporate Revolution. Journal of Management Studies, 43(4), 741–770.
• Hall, B., & Knott, P. (2019). The Art of Strategic Communication. Routledge.
• Grunig, J. E., & Hunt, T. (1984). Managing Public Relations. Holt, Rinehart & Winston.
• Smith, T. (2010). Strategic Planning for Public Relations. Routledge.
• Argenti, P. A. (2015). Corporate Communication. McGraw-Hill Education.
• Fisher, R., & Ury, W. (1981). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.