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Preparing your communication plan

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Preparing your communication plan

  1. 1. PREPARING YOUR COMMUNICATION PLAN
  2. 2. HOW COMMUNICATION IMPACTS THE RECEIVER 8/21/2013 10:57 PMDr Shailja Agarwal, IIM Rohtak  Foxconn, the giant electronics assembling company, recently announced cutting overtime for 1.2 million Chinese workers while promising compensation that protects them against losing income.  Foxconn said it will reduce working hours to 49 per week , including overtime of maximum 36 hours per week. It did not mention anything about the reason behind this announcement. How do you think this news might have been received by the workers?
  3. 3. FOXCONN BEFORE THE ANNOUNCEMENT 8/21/2013 10:57 PMDr Shailja Agarwal, IIM Rohtak
  4. 4. HOW COMMUNICATION IMPACTS THE RECEIVER 8/21/2013 10:57 PMDr Shailja Agarwal, IIM Rohtak
  5. 5. KINGFISHER AIRLINES 8/21/2013 10:57 PMDr Shailja Agarwal, IIM Rohtak  For the first time since Kingfisher Airlines' inception almost seven years ago, its chairman Vijay Mallya held a meeting with his pilots.  Though Mallya declined to set a date for salary payments, his interaction with the employees had a positive effect on the airline's flight schedule as a number of pilots have decided to resume their flying duties from Friday onwards.  over a hundred pilots turned up for the meeting and Mallya had to face a barrage of about 60-80 questions even as the discussions stretched on to about four hours.  The chairman reasoned that in the past he had announced dates for salary payments but could not honor them because of unforeseen developments. "So he said, he did not want to set a deadline again and risk disappointing his employees,'„  He added that he hoped “pilots gave him a chance
  6. 6. A CEO ON COMMUNICATION What does a CEO with 92,400 employees in over 200 countries say about the criticality of communication? “I can’t delegate communicating. It’s the most critical thing I do. Every day I shut my door for 15 minutes to rehearse communications, wheth er it’s with a journalist, an investor, or other stakeholders.” 8/21/2013 Managerial Communication, Session -1, Shailja Agarwal, IIM Rohtak Muhtar Kent
  7. 7. AT THE END OF THE SESSION YOU SHOULD BE ABLE TO 8/21/2013 10:57 PM Dr Shailja Agarwal, IIM Rohtak  Understand the need of a communication plan.  Analyse your business communication situation and plan your message accordingly.  Experience planning your business communication message.
  8. 8. COMMUNCATION PLAN 8/21/2013 10:57 PMDr Shailja Agarwal, IIM Rohtak Why When How
  9. 9. WHY??? 8/21/2013 10:57 PMDr Shailja Agarwal, IIM Rohtak  If you feel that discussions you hold can be handled in far lesser a time than you actually spend.  If you feel that the objective of your communication was not achieved.  If you feel that you made your subordinate / peer/ senior unhappy or de-motivated because of the way you handled a particular communication situation.  If you feel that your communication did not solve the organisational problem or did not meet the psychological needs of people.
  10. 10. 8/21/2013 10:57 PMDr Shailja Agarwal, IIM Rohtak When communicating something at a formal level or on a formal forum. When communicating in a sensitive situation. When communicating in a difficult/ challenging situation. When communicating to persuade. When communicating something negative.
  11. 11. 8/21/2013 10:57 PMDr Shailja Agarwal, IIM Rohtak Communication by US vice-consul Maureen Chao, while talking to some students in India, “I was on a 24-hour train trip from Delhi to Orissa. But, even after 72-hours the train did not reach its destination…and my skin became dirty and dark like the Indians.” Adobe communication to its employees on the doing-away with annual performance appraisal.
  12. 12. HOW??? 8/21/2013 10:57 PMDr Shailja Agarwal, IIM Rohtak
  13. 13. PAIBOC MODEL 8/21/2013 10:57 PMDr Shailja Agarwal, IIM Rohtak • Why are you communicating? • What must this message do to solve the organisational problem? • Specify exactly what do you want your reader to know, think or do. • Specify exactly what kind of self image or organizational image you want to project. P- Purpose • Who is (are) your audience? • How do members of your audience differ? • What kind of filters/ noise may effect the receptivity of your audience? • Are you protecting the ego of your audience? A- Audience • Make a list of the points that must be included. • Make a list of the points that must be excluded. I- Information
  14. 14. PAIBOC MODEL 8/21/2013 10:57 PMDr Shailja Agarwal, IIM Rohtak • What reasons or reader benefits can you use to support your position? B- Benefits • What objection(s) can you expect your readers to have? • What are the negative messages/ undercurrents you must de-emphasise or eliminate? O- Objections • How will the context affect reader response? C- Context
  15. 15. The Iceberg Model: Medium, Channel & Content
  16. 16. The Iceberg Model: Understanding People 1/7: Factual- Logic 6/7: Psycho- Logic Based on facts, appearance , age etc 6/7: Psycho Logic: Memories, experienc es, sympathy, antipa thy, perceptions, val ues, culture etc

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