The document outlines Samsung's communication plan in response to issues with batteries in its Galaxy Note 7 smartphones. The plan has four phases: preapproval, developing need for change, midstream management, and confirming change. It will use various technologies like email, video conferencing, and social media to communicate the plan. Effectiveness will be measured using Kirkpatrick's model across four levels: reaction, learning, behavior, and results. The plan aims to address negative responses to change, provide transparency on benefits, and use feedback to monitor and adjust the plan. Its goal is to foster consensus around a new vision and lead organizational recovery and revitalization.
2. Rational for Communication Plan
Due to inadequate managerial oversight of second party or outsourcing product suppliers, the
batteries in the Samsung’s Galaxy Note 7 smartphones defected. Thus, resulting in the need
to facilitate change in oversight of second party providers and consumer safety (Lee, 2016).
■ Launching Samsung’s Communication Plan
■ RequiredTechnology
■ Measuring Effectiveness of Samsung’s Plan and Management’s Response
■ Generating Feedback on the Change Process
■ Addressing Negativity to Change
■ Impact on Samsung’s OrganizationalChange
■ Conclusion
■ References
(Cawsey, Deszca, and Ingols, 2012)
3. Launching Samsung’s
Communication Plan
Four phases of the plan are:
Preapproval –Top Samsung management
is engaged and committed to the change
process.
Developing the Need for Change –
Communicating the need for and steps
need to be taken to ensures success.
Midstream Management - Data from
continues feedback is analyzed and the
plan is adjusted accordingly.
Confirming the Change Process- Results
of the plan are shared, and celebrations for
achievements are held. (Cawsey et al., 2012)
(Google Images, 2017)
4. RequiredTechnology
■ Emails
■ Telephone/Skype
■ Video conferencing
■ Face to face
■ Video, print, and electronic
newsletters
■ Social media
■ Corporate blogs
■ WebEx
■ Translators and translation phone
services.
(Cawsey et al., 2012)
(Google Images, 2017)
5. Plan toTest Effectiveness
Kirkpatrick’s Model for Assessment
Level 1-Reaction
■ Employee feedback
questionnaire/survey
■ Informal/formal comments from
interviews
■ Focus group session with employees
Level 2- Learning
■ Pre- & post-testing
■ Employee self-assessment
■ Supervisor assessments
■ Supervisor, peer, & team reviews
■ Surveys
Level 3-Behavior
■ Employee self-assessment
questionnaire/surveys
■ Employs observations
■ Employs interviews
■ Input from customers, peers, &
managers
Level 4-Results
■ Financial reports
■ Quality inspections
■ Interviewing with employees,
teams, & managers
■ Customer, employee & management
surveys
(Kirkpatrick Partners, 2009)
6. Impact of
Management's
Response to the
Organizational
Change
■ Management’s response to the change
process is critical.
■ When all levels of management are
involved, fully participating, and
communicating thought out the change
process with employees organizational
enthusiasm is sustained, focus on the goals
and vision statements are enhanced.
■ Management’s response provides
transparency for the plan (e.g., benefits to
individual and Samsung), provides guidance
and direction, and elevates the negative
atmosphere that develops around change.
(Aguirre and Alpern, 2014)
(Google Images, 2017)
7. CONTINUES FEEDBACK
FOR IMPROVEMENT
Survey feedback is a means of collecting meaningful data to fill in any gap
detected. Originally developed by organizational development specialists, survey
data can stimulate and advance conversations. Also, surveys provided insight
concerning what is going on in Samsung, how stakeholders are feeling, and how
things can be improved.
Feedback from surveys is used to raise awareness and understanding, provided
information to advance the analysis, and build support and communication for
actions that will benefit both the stakeholder and Samsung.
All data from all sources can be used to monitor and adjust the organizational
change plan at any stage.
(Cawsey et al., 2012)
8. Addressing Negative Responses or
Communication about Change
■ Changes will be articulated, and
specific steps of the plan that will be
undertaken need to be clarified at all
stage of the communication plan by all
levels of management.
■ Address in groups and individual how
the restructuring at Samsung will
affect individual employs.
■ When implementing change, leaders
should use extensive and multiple
communication channels to nurture
employee support and alleviate
resistances. (Cawsey et al., 2012)(Google Images, 2017)
9. How the Communication Plan Can Affect
Organizational Change
■ By using data to drive organizational change
and providing a plan of action for stakeholders
to rally around.
■ Organize and manage competitiveness through
a shared vision.
■ Build an environment for the new plan,
strategies to carries it out, and create
motivation to carry out the plan.
■ Foster a consensus for the new vision,
competence to enact it, and structures to
achieve the goal(s).
■ Create revitalization in all areas from within the
organization.
■ Utilize new and revised structures, policies, and
systems to lead recovery.
■ When difficulties arise, use data to monitor and
adjust the organizational change process.
(Cawsey et al., 2012) (Google Images, 2017)
Rational For Communication Plan
Before recent events leading concerning the Galaxy Note7 cell phone, Samsung was slated to become the number one international technological organization (Lee, 2016). For Samsung to regain its credibility and former position, an Organizational Change Plan in combination with a customized Communication Plan is advised.
How to Launch the Communication Plan
Developing the need for change phase is addressed by the Communication Plan that explains the need for the change. It is important to provide a rational, reassure employees, and make sure that the next steps in the change process are clear (Cawsey, Deszac, & Ingols, 2012).
Critical to a Communication Plan is timing and the involvement of all levels of employees to ensure the success of the plan. Samsung’s Communication Plan starts with explaining the reason for the change and how Samsung and all employees will benefits. Once the rationales have been provided, the plan is implemented, monitored, modified to ensure success, and staff is provided with data-drove evidence of success or need for modifications. Communication and celebrations of success will confirm the plan (Cawsey et al., 2012).
Samsung has decided to hold meetings to inform employees of the need for change, address concerns/questions, and provide a solid reassurance that all employees will be treated fairly and with respect during this process. These meetings will be held by a combination of managers and directors organized by departments to provide the rationale for the change, support with comparative data, and focus on the understanding the vision for change. Communication will follow these initial meetings to address accurate information and clarify the next steps in the change process (Cawsey et al., 2012).
The Technology Needed to Accomplish the Plan
Samsung is an international organization with over 330,000 employees in their technological division spread over six continents. Therefore, Samsung will use various technologies to distribute the Communication Plan and keep employees informed about progress and necessary alternations to the plan.
To support transparency in the change plan, data software for the collection on information concerning job performance and employees opinion over the progress of the project is essential to identifying success and necessary modifications (Cawesy et al., 2012). To provide easy access to updates regarding the change process and job description and policy manuals, Samsung will use WebEx. Since some technology tools will be utilized in new or expanded way and additional technological programs will use; employees unfamiliar with the usage will be provided with the necessary training and support.
A section of Samsung’s Communication Plan is to obtain feedback related to various portions of plans. Critical elements, when researching and selecting technology, is how to collect, organize, and distribute that feedback to a significant amount of staff. Strategies will be put in place and communicated to each in regards to organizational roles, structures, and systems. Since Samsung’s Change Process plan targets improved oversight of second party supplies, use of specializing translation tools such as the Language Hotline will allow for instant translations via conference call format. Utilizing and upgrading current network systems will be essential tool to reach thousands simultaneously.
Plan to Test Effectiveness
Utilizing the Kirkpatrick model will provide data whether the fundamental requirements of the program various stage of the Organizational Change Process are being met. All levels of the evaluation process are of equal significance just as all levels of the Change Process are. The Kirkpatrick model features an evaluation of training performances at each level. Provided for in each of the four levels are diagnostic checkpoints to measure success. Say an employee was underperforming. Level two will provide evaluation data indicating what she or he fail to learn in level one. This will provide insight to obstacles in learning. Should the employees not utilize new knowledge on the job at level three, this indicates he or she did not acquire knowledge in level two (Kirkpatrick Partners, 2009).
Impact of Management's Response to the Organizational Change
The impact of Management’s Response influences on employees and the progress of the change process is a key concern for change leaders when supervising the plan. It involves consideration of how management can educate, influence, and include and promote various stakeholders on the need for change, stakeholders’ roles and how the will benefit(Aguirre and Alpern, 2014)).
How to Generate Feedback for Continuous Improvement
Feedback will be generated through multiple surveys, interviews, performance reviews, and observations. Technological, methods, applications and analysis tools utilized to collect feedback require consistent use. The selection also needs to reflect the needs of all employee positions; in-house or second part suppliers (Lee, 2016).
Since departments and divisions deal with different skill sets, knowledge, duties, and tools; management will need to address with consideration to the variety of positions and various changes that are applicable. These modifications need to apply consistency. The review of feedback should incorporate the same variation when considering addressing the issues that come out of review (Cawesy et al., 2012).
How to Address Negative Responses or Communications about the Change
To start the change process in a positive light and head off any negative responses upper members of Samsung’s management should be the source of initial of information presented in Town Hall format in person or via technology. After which negative communication will be addressed as it presents itself. For example, if the negativity is coming from the public and press then the transparency and understanding previously provided to staff can be reiterated as well as provide opportunity for open door policy to address any issues that can arise (Cawesy et al., 2012).
The negativity that may come from peers within a team, department or division can be addressed by focusing on the concern and dispelling any of rumors. Misconceptions can be limited by meeting of a group, department, or if identified individuals in one on one. If the problem persists and all communication options have been taken, then consequences can also assist in addressing negative communication within the company. Samsung should provide the opportunities for employee to address their issue or the negativity of the change process with a solution (Cawesy et al., 2012).
Peer to peer communication can at times be more efficient than always driven my upper management. A preventive tool is the creation of teams trained help employees to become invested in assisting with any negative communication issue. Also, allowing employees with the opportunity to contribute to a solution allows individual to be an integrated part of change process (Cawesy et al., 2012).
How the Communication Plan Can Affect Organizational Change
Samsung’s Communication plan can affect organizational change by embracing the needs of individual employees during the change process and leading the employees in a shared vision. This can be achieved by clarifying the reasons for change, the steps involved, continues feedback concerning the process, explaining new policies, defining individual roles and performances expectations. Samsung’s plan provides analysis for identifying any gaps and assisting in closing the gaps. It will also give directors and managers a reign on any other underlying issues that may contribute to the gap. Ultimately the communication plan serves as a template for any future changes big or small (Cawesy et al., 2012).
