Business Communication Chapter 13 Homework The following response covers the basic elements of the communication program and was prepared for the Instructor’s Manual

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Chapter 13 – Transformational Leadership Through Effective Internal Communication

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Chapter 13 – Transformational Leadership Through Effective

Internal Communication

Teaching Notes

In this chapter, the students will learn to do the following:

• Select appropriate leadership style and know how to communicate as a

transformational leader.

• Recognize the strategic and cultural role of employee communication.

The applications in this chapter require the students to have mastered much of the

instruction so far, including developing strategy, analyzing audiences, and writing for

diverse, complex organizational audiences. The first application calls on them to revisit

the HugeCo case and to develop a full-fledged communication program to roll out the

benefits across the organization. They will need to use the strategy framework and think

in terms of a strategic level of change communication. The second application also

depends on the students being able to employee the strategy framework, but in this case,

they will need to know how to write a bad news memo, similar to the one in the Superior

Foods Case. Finally, they are asked to develop a complete communication strategy for

major change.

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Application 13.1: Case Study – Merging Benefits

The Case: Huge Co Revisited

This application is designed to engage the students in thinking strategically about a

specific communication situation. Students should use the Communication Strategy

Approaches to Teaching

The students must be familiar with the Huge Co. case provided in Application 5.1. It will,

therefore, work more easily if this application has been assigned earlier in the semester. If

this has not been done, the instructor will need to assign the case as outside reading and

devote class time to discussing it before assigning Application 13.1. Since the application

involves change communication, it provides a good opportunity to review problem-

solving approaches that are particularly suited for analyzing changes.

The following response covers the basic elements of the communication program and was

prepared for the Instructor’s Manual. It could serve as the basis for further development

into an action plan or PowerPoint presentation.

Example Response to Assignment

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Purpose – The communication program is intended to provide the software engineers

with clear and complete information about the new benefits plan and persuade them that it

Audience – Huge Co.’s software engineers are now a more diverse group than the

engineers of either of the merged companies, and the communication program will have to

address the broader range of interests and concerns. The older Huge Computer engineers

will find few changes to their previous benefits, and none that diminish their value. It is

Messages – The great bulk of the information to be communicated is factual and describes

the benefits offered by the plan. This must be communicated clearly, completely, and

honestly. We will, however, take every opportunity to emphasize the positives for the

younger engineers and to encourage them to appreciate the longer-term benefits and future

orientation of the plan. The communications will attempt to bridge the gap between their

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Spokespersons – We want to let the engineers know that senior management cares about

their needs and values their talents and productivity very highly. The engineers must

perceive this message as credible. We will thus prepare a statement from the CEO

emphasizing their importance to the mission of Huge Co. and the advantages of the new

benefits plan. This will be a general-level, motivational communication. The SVP of

administration and HR will make amore detailed statement to all employees. The

Media/Channels – We will use electronic media to the greatest extent possible. The

engineers will be notified of the new plan by email about a week prior to formal rollout.

The email will direct them to sites on the existing HC and CC intranets where they will

find a general description of the new benefits plan. The site will also give them a

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Timing – The first communication, Day 1, will be an email notification about the

availability of information on the intranet. Booklets explaining the medical benefits and

choices will be mailed to arrive at employee’s homes on Day 3 with a message for the

employee and spouses. Official rollout and the first meetings will be held on Day 7 and

will focus primarily on medical benefits and the details of enrollment. Booklets will be

Feedback – The intranet and workgroup meetings will provide the bulk of initial

feedback. Supervisors will be asked to pass along feedback they receive to the benefits

manager. Employees will also be asked by email to send their comments on the program

to a benefits’ address. The benefits manager and internal communication director will

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Application 13.2: Case Study Communicating with Internal Audiences

The Case: The HADWIT International Services Company

Application 13.2 is similar to the Superior Foods case in Application 2.1, although in this

case, the changes underway at HADWIT are more far-reaching, including changes that

will impact all employees rather than just a few who will be laid off. The new technology

Approaches to Teaching

This case offers a wide variety of approaches and assignments. You might approach it in

a way similar to the Spree Case in terms of assigning teams to develop a strategy for the

partners, company officers, team leaders, and employees both domestically and overseas.

As an alternative, you could ask each student to develop his or her own strategy for a

selected audience or audiences and follow up by writing the memo to the management

team.

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Example Response to Assignment

Note that in the student example shown here, only audiences and messages are provided.

Internal Audiences

Messages

Company officers (direct

reports)

 Financial crisis, and do not foresee a quick end to

downturn

 Immediate cost cutting measures

– Closing of both international offices

– Dismissal of remote administrative staff

– Reduction in benefits

– Possible further job cuts

Team Leads

 Still have positions for all team leads

 However, will be laying off international

administrative staff and relocating technical staff

 Will also be reducing benefits for remaining staff

Partners

 See current situation as temporary; industry has

continued success

 Closing international offices as part of cost cutting

Domestic Employees

 Downturn is lasting longer than expected

 Need to trim costs, so closing international locations

 Want to save as many jobs as possible, but may be

further cuts

 Will need to reduce benefits some (explain how)

Remote Administrative

Staff

 Downturn is lasting longer than expected

 Unfortunately this means closing international offices

 Details of office closing timeline

 Next steps in wrapping up work

 HR will contact you with terms of severance package

Remote Technical Staff

 Downturn is lasting longer than expected

 Trimming costs by closing international offices

 Technical staff will be relocated to Houston

 Benefits reduction

 Details of office closing, relocation timeline

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HADWIT

Interoffice Memorandum

Date: December 9, 2013

From: Damon Murillo, CEO, HADWIT

To: Management Team, HADWIT

Subject: Meeting to discuss strategy for temporary cuts

I am writing this memo to ask you to meet with me on Tuesday, December 10, 2013. The

purpose of the meeting is to discuss our current financial situation and the need to take

immediate actions to ensure that we make it through these difficult times.

Cash Flow

We are experiencing the greatest negative cash flows in our history. Profits are down 25%

this quarter and are expected to fall by 50% in the first quarter of 2014. Although these

Necessary Measures

To remain competitive, we have had to reduce our cash outflows to compensate for the

substantial decrease in cash inflows. These cuts, including those of employee benefits and

the closing of our foreign offices, are only temporary. I am fully aware that HADWIT’s

external circumstances, and they will be in effect only until better times inevitably come.

Management’s Commitment

We must stay unified through these difficult times. I understand that many of you are

frustrated with the recent measures I have undertaken to reduce costs. You must,

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without tarnishing our level of service, our reputation, and our employees’ loyalty, then

we will have achieved something great. I have no doubt that we will be successful because

I have given this challenge to you, whom I trust and respect, both as colleagues and as

friends.

Meeting Agenda

Next Steps

Please organize your thoughts about the topics on the meeting agenda and be prepared to

participate actively. I need to know exactly how each of you feels on these issues for me

Application 13.3: Case Study – Developing a Change

Communication Strategy

Case: Rescuing Fly High

This application invites the students to think about internal communication strategy for a

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Approaches to Teaching

It is probably best to take a team approach to this application. The case is short and not

particularly complex, but it is rich with potential for creative thinking. You will need to

discuss the case in class only long enough to clarify what you are expecting from the

students. They should understand that the task involves developing a plan for improving

communications at Fly High, not the larger change plan that is needed to revitalize the

company. They should appreciate, however, that improving communications is both a

Example Response to Assignment

Improving internal communication culture and processes is an essential prerequisite for

successful implementation of a major change program at Fly High. The new management

team will not be able to effect the changes necessary to save the company without first

greatly improving communications. At the same time, improved communication is one of

the major elements of the change program itself. The major elements involved in

overhauling communications at Fly High include the following:

1. Begin at the top by initiating the formulation of mission and vision statements. This

element will involve all levels of management as well as input from representatives of

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Implement comm.

changes/monitor

Refine M/V/

address gaps

Perform analysis/

develop strategy

We must be prepared to take advantage of initial successes in changing communication

attitudes and behaviors. These can be leveraged to introduce the broader changes that

must be initiated, which will in turn reinforce the communication changes. Carefully

implemented and with a bit of luck, the new communication values and the new sense of

mission and vision will feed off each other synergistically, each confirming and extending

Action Plan for Improving Communication at Fly High

• Initiate mission/vision

formulation w/ CEO and

senior management

• Establish task force for

communication

assessment/ improvement

• Develop mission &

vision statements using

participative process

• Plan rollout of the M/V

statements

• Determine needed

• Rollout mission and vision

statements

• Hold group meetings at all

levels to communicate

messages and meanings

for individuals

Chapter 13 – Transformational Leadership Through Effective Internal Communication