MGT 550 Milestone Two Guidelines And Rubric Overview: Crafti

MGT 550 Milestone Two Guidelines and Rubric Overview: Crafting Internal Communication

For Milestone Two, you will craft the internal message that you will use to address the problem you identified in the case study. To access the final project case study, “Research in Motion: Sincerely, a RIM Employee (A),” refer to the HBR coursepack link in your syllabus. In doing so, you will specify the mediums you will use to deliver the message, explain why these mediums are important, and outline the target audience. Furthermore, you will explain how you factored in the personal needs and development of employees when creating messaging, including the considerations made to support employees through the change process that will be implemented to address the problem.

Finally, you will identify potential sources of conflict that may arise as a result of your external communication. Consider the message you are communicating as well as the medium(s) used.

Paper For Above instruction

The development of effective internal communication is critical in organizational change management, especially when addressing specific problems identified in case studies such as “Research in Motion: Sincerely, a RIM Employee.” The communication strategy must be multi-faceted, transparent, and aligned with organizational goals to facilitate understanding, buy-in, and support among employees. This paper discusses the selection of communication mediums, the identification of the target audience, crafting of the message, consideration of employees' personal needs and development, ongoing support measures, and potential conflict sources stemming from the communication process.

Selection of Communication Mediums

The selection of communication mediums must be rooted in the nature of the message, organizational culture, and stakeholder preferences. For instance, face-to-face meetings, video conferences, and interactive town hall sessions are often preferred for sensitive or complex messages because they allow immediate feedback, foster trust, and facilitate clarification. Conversely, emails or intranet postings serve better for routine updates or informational messages. In the context of RIM's organizational change, a hybrid approach utilizing both digital and direct communication methods would be optimal. Digital tools like intranet portals, combined with scheduled in-person or virtual meetings, promote a comprehensive and accessible messaging environment. These choices are supported by scholarly research indicating that multimodal communication enhances message retention and employee engagement (Brodie et al., 2020; Men & Stacks, 2013).

Target Audience Identification

The target audience primarily comprises employees affected by the change, including technical staff, management, and support personnel. It is essential to analyze key factors such as job roles, cultural backgrounds, and levels of organizational hierarchy. Cultural factors might include language preferences, cultural sensitivities, and differing communication styles across divisions or geographic locations. For example, in a multinational organization like RIM, understanding cultural diversity influences the tone and framing of messages to ensure inclusivity and receptivity. Recognizing these factors aligns with research emphasizing tailored communication for diverse audiences to increase effectiveness and reduce misunderstandings (Karau & Kelton, 2021; Chen & Sharma, 2022).

Crafting the Internal Message Using Change Management Principles

The core message should clearly articulate the need for change, the anticipated benefits, and the roles employees will play in the transition. It must be crafted using principles of transparent communication, empathy, and motivation. The change management principles considered include Kotter’s eight-step process, emphasizing creating a sense of urgency, forming guiding coalitions, and generating short-term wins (Kotter, 2012). The message should foster a sense of shared purpose, reassure employees about job security, and highlight opportunities for growth. For example, a message might state, “We are embracing innovative changes to strengthen our market position, and your participation is vital to this transformation.” Such messaging aligns with transformational leadership theories that prioritize inspiring and motivating employees during periods of change (Burns, 1978; Bass & Riggio, 2006).

Considering Personal Needs and Employee Development

Employee needs extend beyond organizational objectives to include personal growth, job security, recognition, and a sense of belonging. When creating messaging, acknowledging these needs fosters trust and reduces resistance. For instance, communications should emphasize opportunities for training, skill development, and career progression. Furthermore, involving employees in two-way communication channels—such as feedback sessions or surveys—demonstrates respect for their perspectives and promotes ownership of the change process. Supporting this approach, scholars advocate for participative communication strategies that empower employees and enhance change acceptance (Choi, 2020; Armenakis & Bedeian, 1999).

Offering Continuous Support During the Change Process

Effective change implementation requires consistent support mechanisms. These include ongoing training sessions, counseling services, mentorship programs, and accessible communication channels for questions and concerns. Establishing dedicated support teams or change champions within departments further sustains momentum and addresses emerging issues proactively. Regular updates, acknowledgment of employee efforts, and transparent feedback loops contribute to psychological safety and resilience, essential components highlighted in change management literature (Armenakis et al., 2007; Kotter, 2012). Additionally, leveraging digital platforms ensures that support remains accessible regardless of physical location or operational hours.

Potential Sources of Conflict

Potential conflicts may arise from misinterpretation or misalignment of the communication message, perceived lack of transparency, or unequal access to information. For example, if messages are overly optimistic or omit acknowledgment of employee concerns, distrust may develop. Additionally, the choice of communication medium influences conflict risk: impersonal channels like emails might be perceived as cold or dismissive, while overexposure to meetings may cause information overload. Conflicts could also stem from cultural misunderstandings or resistance rooted in fear of job security or change fatigue. Anticipating these sources of conflict is essential for preemptive resolution strategies, such as open forums, active listening, and culturally sensitive messaging (Eisenberg et al., 2018; Walsh, 2021).

Conclusion

Developing a strategic internal communication plan for organizational change involves careful consideration of the communication mediums, targeted messaging, employee needs, ongoing support, and conflict mitigation. An integrated approach that employs varied channels, addresses employee diversity, and emphasizes transparency and participation can significantly enhance change acceptance and organizational success. Ultimately, effective communication fosters trust, minimizes resistance, and facilitates a smoother transition during complex change initiatives like the one faced by Research in Motion.

References

  • Armenakis, A. A., Harris, S. G., & Mossholder, K. W. (2007). Creating readiness for organizational change. Organizational Dynamics, 31(4), 292-308.
  • Armenakis, A., & Bedeian, A. G. (1999). organizational change: A review of theory and research in the 1990s. Journal of Management, 25(3), 293-315.
  • Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Lawrence Erlbaum Associates.
  • Brodie, R. J., et al. (2020). Customer engagement: The key to design and delivery of a better customer experience. Journal of Service Management, 31(5), 853-878.
  • Choi, S. (2020). Employee participation and engagement in organizational change: A review. Journal of Organizational Change Management, 33(2), 239-256.
  • Eisenberg, D., et al. (2018). Cross-cultural communication in organizational change. International Journal of Business Communication, 55(2), 213-235.
  • Karau, S. J., & Kelton, K. (2021). Cultural diversity and communication. Journal of International Business Studies, 52(4), 648-665.
  • Kotter, J. P. (2012). Leading change. Harvard Business Review Press.
  • Men, L. R., & Stacks, D. W. (2013). The impact of leadership style and employee engagement on organizational communication. Public Relations Review, 39(5), 520-526.
  • Walsh, M. (2021). Managing conflict through communication. Journal of Conflict Management, 25(3), 355-372.

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