Communication Plan Presentation
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The document outlines the key phases and elements of an effective communication plan for organizational change: 1) The four phases of a communication plan include pre-change approval, creating need for change, midstream change communication, and confirming/celebrating change success. 2) Technology like text, social media, email can be used to communicate the plan. Feedback should include both metrics and qualitative comments. 3) Managing negativity involves recognizing contributions, opportunities, clear expectations, and fair treatment. Evaluating impact examines the success of the final phase of confirming and celebrating change.
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Thomas Landers believes that education is an ongoing process of continually learning, questioning, and revising one's philosophies. He views the role of educators as instilling curiosity in students and encouraging high-level thinking rather than just imparting facts. Students should have freedom in their education, free from fear and unnecessary stress, while also understanding their obligations and responsibilities to the learning community. An educator's role is to guide students towards self-education and help them take responsibility for their own learning through demonstration of their own responsibility and leadership. Landers was influenced by mantras from a high school band director emphasizing preparation, leadership by example, freedom with obligation and responsibility.
Company background V1
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Communication plan
The document provides a communication plan for UBC's Janssen Leadership Team to help with role development due to business expansion. It recommends implementing employee surveys to gather feedback on job satisfaction, stress factors, and management. The surveys' results should be analyzed to create a model to assess areas needing improvement, such as communication openness and employee involvement. Leadership workshops and assigning new roles with clear expectations can help address issues. With regular resurveys and adjustments, the plan aims to establish an open communication culture, increase productivity and trust over 12 months.
Communication plan
The Janssen team is undergoing changes to their business structure and leadership roles due to growth. This has led to resistance from employees regarding reassignments and new roles. The communication plan aims to make role development more successful through incorporating employee opinion and providing tools and ideas. Surveys will be used to gain employee feedback on topics like job satisfaction and management. Leadership will analyze survey results to develop a model for assessing findings. Workshops and a theoretical model on communication and trust will help strengthen leadership. A timeline is proposed that begins with immediate surveys and workshops, develops transparency over 3-6 months, provides feedback and goals after 6 months, and reassesses roles after 10-12 months. The recommendations aim to properly assess needs, address
Communication plan
The document provides a communication plan for the Janssen Leadership Team at UBC to help with role development during a period of business growth and change. It recommends using surveys to gather employee feedback on job satisfaction, stress, expectations, and leadership. It also suggests analyzing survey data using a model to identify areas for improved communication and trust. Leadership workshops and developing clear role descriptions with goals are also recommended. With implementation of these recommendations over 12 months, the plan aims to properly assess needs, address change opportunities, improve productivity and develop an open communication culture during the team's transition.
Communication plan
The document provides a communication plan for the Janssen Leadership Team at UBC to help with role development during a period of business growth and change. It recommends using surveys to gather employee feedback on job satisfaction, stress, expectations, and leadership. It also suggests analyzing survey data using a model to identify areas for improved communication and trust. Leadership workshops and assigning new roles with clear expectations will help increase productivity, communication, and trust over the next year.
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Providing the Skills to Successfully Manage Change
Managing Organizational Change: A Multiple Perspectives Approach, 3e, by Palmer,
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Introduction
Effective leadership is all about communicating effectively. While hiring a manager, good communication skill is a primary component to put into consideration. Helping a manager to make sure that persuasion, responsibility, creativity, and management of value system as well as providing support and motivation to teams. They should have the power to inspire and convince teams to work extra hard to achieve the targeted goals of the organization. Made possible by effective leading. Sound planning, monitoring and communicating. Effective communication acts as an added advantage for a leader to lead effectively (Armstrong & Michael, 2016). The question, what are the key points managers must keep vividly in their minds while communicating with their teams and suggestions to improve communication to make leadership more effective is a topic of discussion in every organization. Thus, forms the basis of our discussion.
Effective and accurate communication act as an essential factor to grow an efficient and successful leader or manager. To accomplish professional success, managers must be active and convincing communicators. It is very vital for managers and his team to learn how to communicate effectively and to aid in successfully completing projects and enable the organization to achieve success and grow. As if that is not enough, communication allows every employee to share what they have and give their opinions. Good communication yields better understanding and trust among people, empower them to follow core principles and values that their leaders want to inculcate in them (Armstrong & Michael, 2016). Lack or absence of excellent communication leads to failure to reach goals and the overall decline of the organization. Interacting with the team freely, a manager will increase the potential of having the work done in time. Good leaders are always aware that effective communication is obtained through just a single process. It is through listening and speaking that managers are said to have good communication. Managers should hence set aside objective that they must achieve after communicating.
Review and understand the types of project manager power listed and defined in the textbook and select and define any two you feel would be relevant to your current project and explain why. Be specific
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ORG502 Module 8 - porfolio project 2 - Revision 1
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The document discusses recommendations for creating effective IT shared services. It recommends developing a comprehensive long-term investment model that considers costs of relocation, consolidation, and ongoing support. It also recommends creating a transparent process for aligning goals between business and IT to ensure both sides' expectations are met. Finally, it recommends making employees an integral part of the change process with proper training and resources to handle changes that come with transitioning to shared services. The success of shared services requires commitment from both business and IT leadership through open communication and clear definition of responsibilities.
Information management: the key to successfully implementing social media in ...
Thesis presentation- Master thesis of Stefania Dangila
This thesis focuses on the business functions of social media and the role of information management as a tool that could be used for the improvement of social media functions exploited in organizations. In other words, a study has been devised on the existing literature to investigate the aid of information management in advancing the use of LinkedIn and Twitter within the entire company.
Since empirical knowledge about the financial performance of Twitter and LinkedIn and the significant role of information management in improving this performance is very limited, a comprehensive framework was developed based on own interpretation, experience and knowledge on the subject which contains the concepts of social media, social media strategy, and business value. The framework illustrates the relations between the business stakeholders (senior executives, information managers, departmental or business unit managers, SM trained staff, and customers) and presents the role they have in the social media strategy application. Additionally, it proposes Information manager as the person who holds the responsibility for all relevant information management processes, the one responsible for collecting, managing and distributing valuable information to the other business stakeholders. This role can potentially be assigned to different managers, to a team of people or even to the Chief Information Officer; we find that the IT manager and his IT team are ideal candidates for the position of information manager. He/she verifies through the management reporting system if social media are beneficial and SM functions are exploited efficiently, business goals are met, and as a result business value is delivered or maximized. All in all, the rationale of this thesis is to provide a further insight in how the information manager, as head of the information management could contribute in the process of capturing or creating business value from SM.
To that purpose, interviews with experts to the area of information management or social media have been performed to gain a further insight on the business applications of social media tools and technologies, observe who holds the responsibility to manage, monitor, and control them in order to satisfy the business goals and deliver business value and how this process takes places within different organizations. The interview findings confirm that the companies are valuing social media business applications and strive to exploit them in the most effective way.
Copyright @ Stefania Dangila 2014
No part of this publication may be reproduced, copied, modified, adapted, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the author, except in the case of brief quotations embodied in critical reviews and certain other noncommercial uses permitted by
week 4 discussion 1 MGT 435Your initial discussion thread is d.docx
week 4 discussion 1 MGT 435
Your initial discussion thread is due on Day 3 (Thursday) and you have until Day 7 (Monday) to respond to your classmates. Your grade will reflect both the quality of your initial post and the depth of your responses. Reference the Discussion Forum Grading Rubric for guidance on how your discussion will be evaluated.
Personal Experiences
Think of an organizational change that you experienced. Describe how you were impacted by the change. What could the leadership have done to make the transition more successful? Cite one or more change models to support your assertion. Review several of your peers’ posts. Compare your experiences with at least two peers and identify lessons you can apply to future organizational changes.
Your initial post should be at least 200 words in length. Support your claims with examples from required material(s) and/or other scholarly resources, and properly cite any references. Respond to at least two of your classmates’ posts by Day 7.Change Management History
Change Management as a discipline began to emerge in the 1980s driven by leading consulting firms working with Fortune 50 companies. Early adopters, such as GE, Ford, and AT&T, were very large corporations that could derive significant savings through more efficiently implementing new programs and were accustomed to cutting edge thought leadership roles. This work resulted in early Change Management models such as GE’s Change Acceleration Process (CAP) and John Kotter’s Eight Step Process for Leading Change. At this time, Change Management offerings were mostly available through consulting services, with a limited number of books and textbooks available.
During the 1990s, industries undergoing significant and rapid change in areas such as information technology and human resources began highlighting the benefits of Change Management programs on a broader scale. The experiences, consequences, and costs of implementing change without a structured approach has helped employees and organizations embrace Change Management tools. Though use of Change Management was still limited primarily to large corporations in the habit of regularly utilizing professional consulting firms, Change Management was receiving more and more visibility and credibility.
The 2000’s marked widespread acceptance of Change Management as a business competency for leading change. This shift increased the credibility of Change Management in the business world and with project teams. The benchmarking data on ‘use of a methodology’ shows a marked increase from 34% in 2003 to 72% in 2011. The value of Change Management was further validated through additional research on the impact of Change Management on business success by Prosci, IBM and McKinsey.
The market for Change Management tools and training grew rapidly through this period, with as many as 320 consulting firms identified as offering Change Management services by 2011. Some were established with their.
Individual Project Part 3 Project Evaluation, Lessons Learned, a.docx
Individual Project Part 3: Project Evaluation, Lessons Learned, and Synthesis of Insights Gained
Though project managers often gain a great deal of experiential knowledge through the project management process, project evaluation offers them a chance to formalize the lessons they have learned. Part 3 of the Individual Project focuses on issues related to evaluating the success of a project and the debriefing process for capturing lessons learned. If conducting an interview, your interviewee must be able to speak to these topics. Alternatively, you may examine a minimum of three organizations that have published descriptions about the evaluation and debriefing process of a health care information technology project.
Interview
To prepare:
Review the Individual Project Overview document linked in this week’s Learning Resources for additional information on this project. Pay particular attention to the questions you should ask in your interview.
Locate a professional who manages or works on special projects in health care and is willing to speak about his or her experience.
If such a person is not readily available to you, find someone in your community who has managed a project for an organization. The organization can be a volunteer service group, a faith-based group, a business, or another that meets your needs. The goal is to find an individual who has been in charge of a project important to the organization.
Review the topics and questions below that should be addressed in your interview.
Think about other related questions you might have for your interviewee and solidify your goals for speaking to and learning from this person.
Topics and Questions:
As in the other interviews, you will need to adapt your questions to the individual,
setting, and projects. You are not required to ask these
specific
questions, but you are
required to address the topics listed below (Note: If the interviewee cannot address a
topic, conduct a literature search to find scholarly information or research on that topic).
Evaluation
·
What tools or strategies do you use to evaluate the success of a project?
·
Can you give an example of a project that failed (or was not successful)?
Lessons Learned
·
Describe the project outcomes
o
What were some successful outcomes of the project? Were the project
goals met?
o
How do you conduct a debriefing of the project with the project team?
o
What happens to the information gained from the debriefing?
o
How do the project team and the organization support project debriefing?
·
Companies have historically looked at technical skills, but more and more
business managers are realizing that the absence of good "people" skills tends to
cripple projects. What are three critically important things a project manager (or
project team member) must do well to help a project succeed?
Please add questions of your own, including asking for advice for the future from your
interviewee.
To complete:
In a 4 ...
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Communication Plan Presentation
- 1. COMMUNICATION PLAN LeRoy Hunt Jr. AET 560 Professor Melanie Latin January 5, 2016
- 2. How to Launch a Communication Plan Launching a Communications Plan Consists of Utilizing the Four Phases of a Communication Plan: • Pre Change Approval • Creating the need for change • Midstream change and milestone communication • Confirming/celebrating the change success (University of Phoenix, 2012, p. 319).
- 3. Utilizing Technology to Communicate the Plan Forms of Technology to communicate are: • Text messaging services • Social networking platforms • Parental security apps • Free internet calls • Use of emails • (Ramey, 2016).
- 4. Evaluating the Impact of Managements Response to Organizational Change According to "Can You Measure Leadership?" (2017), “Leaders and their response can be the criteria: • “Culture of execution • Core values • Employee engagement” (Key Talent).
- 5. Retrieving and Analyzing Feedback According to Boundless (YYYY), "Sharing Feedback – Aside from assessment metrics and objectives, good feedback also tends to include qualitative thinking. It's not always as simple as rating an individual's performance on a scale of 1-10. More often comments and discussions are necessary for feedback to be useful. Any evaluation in the workplace should have some outlet for this, be it 1-to-1 discussions or more formal quarterly feedback sessions.” (Effective Evaluation in the Workplace).
- 6. Managing Negativity Regarding Change Common approaches have developed to address negativity regarding change such as: • Provide appropriate rewards and recognition to drive encouragement and so people feel their contribution is valued • Provide opportunities that impact the professionals job • Communicate and present positive expectations • Treat people with fairness and complicity ("Tips For Minimizing Workplace Negativity", 2017).
- 7. Evaluating the Impact of the Communication Plans Success Concluding a Communications Plan Consists of Utilizing the Fourth and Final Phase: • Confirming and celebrating the change success (University of Phoenix, 2012, p. 319).
- 8. References • Boundless. (YYYY). Managing Up and Employee Feedback . Retrieved from https://www.boundless.com/business/textbooks/boundless-business-textbook/human-resource-management- 12/performance-promotion-and-firing-79/managing-up-and-employee-feedback-382-3333/ • Can You Measure Leadership?. (2017). Retrieved from http://sloanreview.mit.edu/article/can-you-measure- leadership/ • Ramey, K. (2016). USE OF TECHNOLOGY IN COMMUNICATION. Retrieved from http://www.useoftechnology.com/technology-communication/ • Tips for Minimizing Workplace Negativity. (2017). Retrieved from https://www.thebalance.com/tips-for-minimizing- workplace-negativity-1919384 • University of Phoenix. (2012). Organizational change An action-oriented toolkit . Retrieved from University of Phoenix, AET/560 website.
Editor's Notes
- The first objective of creating a communication plan exist within simply gaining permission. This entails sharing the purpose and objectives of change and defining how that change will take place within the organization. There is also a need to inform stakeholders and administration what measurements will be used to monitor change. Lastly there is a need to define what success is defined as and how is that measured. Gaining this information allows for communicating change to have a more defined path.
- The current age of technology enables communication on an individual and massive level. However, to accomplish these goals communication takes place through two specific interfaces primarily. Communication takes place either through computers or smartphones. The technology enables information, responses, and various forms of feedback to be maintained in a private or public form. This information can also be encripted if necessary through these various devices.
- Measuring leadership is an important aspect of communicating change. Monitoring the leadership allows for an observation a more fluid action of measuring change. Notating the ability for leadership to enage, share organizational values, and achieve objectives communicated in the plan is necessary for success. According to "Can You Measure Leadership?" (2017), "Culture of execution. How well they deliver results through others and establish a “can-do” attitude that inspires their teams to meet goals despite challenges. Core values. How they go about achieving results, and whether they exemplify integrity, excellence, teamwork and commitment. Employee engagement. Feedback from the leaders’ teams on their competency, style and commitment to the company and the team. If work climate issues surface, leaders are expected to address them with action plans, log their progress throughout the year and utilize best practices for building commitment.” (Key Talent).
- The attainment of feedback is important to measuring the success of change within a communication plan. The attainment of feedback allows for insight to make viable corrections to address negativity, and resistance. It also allows for the observation of what measure are producing and where to place the resources of the organization to promote change. However, providing the means to gain the feedback is necessary as one specific instrument to gain feedback is not sufficient. Utilizing surveys, direct communication, and utilizing various forms of informal and formal measure are key to guiding the culture attached to the presumed success of the organization and its goals.
- Communicating and expecting a positive environment is the most effective means to manage negativity. According to "Tips For Minimizing Workplace Negativity" (2017), "The best way to combat workplace negativity is to keep it from occurring in the first place. These tips will help you minimize workplace negativity.” (Diagnose Workplace Negativity). A few of these tips are identified as providing rewards and simply recognizing desirable efforts and attitudes, and defining the framework for positive expectations of the organization. This is achieved by sharing the vision, mission statements, and values that guide the organizations efforts.
- Successfully completing the objectives outlined by the communication indicates a moment for celebration. However, it is important to measure the attitudes of the stakeholders and methods used to gain such success. While this is a time of celebration it is also a time of reflection. “This segment of the communication plan seeks to prepare the organization for the next change.” (University of Phoenix, 2012, p. 299). Change and the responses to change will forever be constant but, documenting how change was communicated in response contributes to the likely hood of future success.