In 8 to 10 slides with voice narration, provide a brief overview of the situation and, using the key concepts from your strategic communication case study, the steps that can be taken to remedy the issues. The audience for your presentation is your peers, and the goal of the presentation is to convince your audience that your communications will best address the problem you identified in the case study. Introduce the problem your communications are going to address and use the following sections of your final project to persuade your peers:
- Goals
- Justification
- Types of internal and external communications
- Mediums for both communications
- Target audiences and cultural considerations
- Potential sources of conflict
- Alignment with mission, vision, and goals
- Measurement—internal and external
Note: Although all of this information will be derived from the work you have done for your final project, be sure to revise the content for the purpose of the presentation and do not simply copy and paste.
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In addition to your presentation, post a reflection on your experience in this course and in developing your final project, including the lessons you learned and how you plan to apply them in your personal or professional life.
In response to your peers’ presentations, provide feedback on the following elements:
- Appropriateness of the presentation for audience and assignment
- Clarity of text and narration
- Tone
- Support and details
- Organization and transition
- Design and layout contributed to the effectiveness of the presentation (i.e., few or no distracting elements)
In addition, respond to the following questions:
- What was done particularly well?
- What is one suggestion you have for future presentations?
- Did you learn something new from your peer’s presentation or find anything particularly helpful or interesting?
RIM Communication Plan
MGT-550
Andrea Taylor
Southern New Hampshire University
This presentation is about RIM, a wireless solutions and mobile device company falling under scrutiny for a toxic organizational culture. After an open letter was published on the tech website BGR, RIM’s negative workplace culture was exposed including oppressed communications at all levels. The CEOs found themselves at the center of the scrutiny and this presentation is meant to demonstrate effective strategies for RIM to apply to this severe situation that could dismantle RIM within their industry and public relations.
Goals
Rebuild internal trust and civility at RIM.
Create a new open communication plan that reinstates the mission and vision of the organizational culture at RIM.
Dismantle the previous toxic attributes to the organizational culture.
Rebuild the external trust at RIM within the tech industry and with customers.
Create platforms for open communication to allow for more innovation and bring RIM back into the competition in the tech industry.
As RIM was already facing internal issues “from a dwindling market share, failed product attempts, and a sinking stock price”(Bigus, 2012, p. 6). An RIM senior executive made the decision to make the letter public due to the “culture at RIM does not allow us to speak openly without having to worry about the career-limiting effects”(Bigus, 2012, p. 5). At RIM it is more critical than ever to focus on employee engagement as the organization should be “speaking to the employee as the consumer”(Breman, 2017). Best efforts to ensure that stakeholder contributions, efforts, and overall happiness are meeting business goals and while completing their mission is a major focal point for Balsillie and Lazaridis to achieve through effective communication at all levels with all employees. To better the relationship management at RIM, more frequent face to face interaction must occur as well as more open communication throughout the workplace and through various channels such as email, surveys, anonymous feedback, and meetings to foster the relationship management on a professional and personal matter. To eliminate the limitations in relation to product development, more openness toward idea exchanges to foster the innovation and creation that RIM desperately needs to rebuild their brand. To dissolve the unenjoyable workplace issue, maintaining civility as professionals must occur and all employees must be held accountable for their performances, contributing to a positive workplace culture, and professionalism meanwhile utilizing filtering to aid responses that exhibit empathy, understanding, and informational exchanges.
Target Audience
Employees at all levels will be the main focus of internal communication.
Industry critics, publication sights/media, as well as customers will be the main focus of external communications.
The entire organization at RIM will be the focal, target audience, considering the content letter stated the negative organizational culture “reflects the feelings across a huge percentage of your employee base” (Bigus, 2012, p. 5), and “sentiment is widespread and including members of your own team”(Bigus, 2012, p. 11). Since author of the letter established that the issues are spread across the organization, all levels must be addressed as the audience through written and verbal channels, as to “fully realize the vision, the communication needs to reach everyone in the organization who will play a role in making it a reality”(Cohen, 2005, p. 91).
The target audiences of the external communications from RIM would be the public, critics, and the media associated with the tech industry who frequent reviews on products, organizations, and who report corporate social responsibility. Critics and the public are specific targets since they are externally involved in the organization through forms of engagement such as rapport and trust.
Alignment for mission, vision,and goals.
The most important aspect of this plan alignment begins with leadership acknowledging their accountability in this toxic environment, expressing empathy & understanding as to why it was so detrimental and how they will act to fix it.
Change the organizational culture to an open communication plan.
Actively listen to internal and external input.
Adhere to methods and techniques that will be implemented.
Become transparent in all communication efforts.
The mission, vision and goals of the organization will be met though the messages as the messages implement strategic, effective communication practices that: “Safeguard credibility to establish loyalty and build trust; Maintain consistency to establish a strong employment brand; Listen to employees and to members of the leadership team ;Seek input from all constituencies ;Provide feedback; and prepare managers in their roles as organizational leaders”(SHRM, 2018). It is extremely important that leadership include employees’ at all levels within the processes of meeting the goals through active listening and transparent communication, as “If buy-in is critical for your success, you must involve them in the process. People support what they help create” (Pennington, n.d.). This alignment will coincide with the external communications to rebuild the trust and reputation of RIM as they are transparent on the inside and outside from here on out.
Internal Communications
Face-to-face, frequent,departmental meetings
Written emails & MEMOs, Anonymous feedback forums.
Frequent employee surveys regarding those in leadership positions, their effectiveness, and changes you believe would have a positive impact on RIM.
Open door policies for all leadership positions.
Broadcasted webinars of departmental and company wide meetings.
Published email to BGR to acknowledge the situation.
External Communications
The internal communications will begin the overhaul of transparent, open communication dialogue that will be institutionalized at RIM. All departments will be involved in this process to do an organizational overload of the new program. The idea is to promote the new program with no consequences, and the anonymous feedback would be a helpful alternative if employees still do not trust that they can speak freely. Frequent surveys and discussion regarding the transitions of all involved will be extremely important to understand the progress that is happening. This will also allow employees to begin to trust that they can speak freely-it must be encouraged even if it takes a long time. The external communication technique of webinars to be broadcasted and accessed at any time will allow for media/customers/critics to firsthand experience the new organizational culture at RIM. It will allow for transparency on the external front to rebuild the trust and reputation at RIM. The published email will address the issues, allow for accountability to be taken, and for leadership to extend the external access and involvement to how their organization will be changing.
Potential Sources of Conflict
Continuance of mistrust internally and externally.
Fears.
Refusal of participation.
Naysayers
On the internal and external levels, a continuance of mistrust could continue to occur. Internally and externally, it may be said that RIM is trying to save face and if the letter was never published at all-nothing would be changing. Fears could still reside in this organization. Refusal of participation could also occur creating a barrier in progress. Naysayers could reside internally and externally creating a chain reaction of dismay and negative attitudes.
Internal Measurements
Data analysis of employee feedback from surveys, anonymous forums, and open communication.
Completion by every employee of a Communications Change Impact Survey.
Data and analysis serve as a strategic function in determining if employee engagement strategies are working or if they are not. Surveys, anonymous feedback, and open communications all serve to determine the success of employee engagement by utilizing data and analyzing that data for feedback at RIM. The data would relate to communications, workforce tactics, programs, protocol, and supervisors and managers, and how the employee feels about the overall effectiveness of their contributions to the work and culture of a company. “An effective and sensitive communications plan can provide you with insight on exactly what’s driving your employee moral and how your staff members feel about your company”(Riani 2005). A Communications Mediator and Data Analyst should be hired to frequently collect and analyze the various forms of data and present the effectiveness of the methods to leadership every other month. Every month, employees should be completing a Communications Change Impact Survey that provides baseline starting points and will help track the progress of the communication initiatives.
External Measurements
Traffic, clicks, likes, feedback,and surveys.
Algorithms of external access and traffic will measure the quantitative access number of participants viewing the webinars and published email.
The webinars should require external audiences to sign in with an email. A survey will automatically be sent out to those that sign in to view the meetings. These surveys should be analyzed by a Communications Mediator for presentation at the bi-monthly meeting to report progress. Additionally, algorithms of external access, traffic, and responses should be frequently monitored quantitatively to understand the level of involvement for these external audiences.
References
Bigus, Paul. 2012. Research in Motion: Sincerely, A RIM Employee. Richard Ivey School of Business. Retrieved from file:///media/fuse/drivefs-5f9f8b22d21f6176f4d1dfc2b14ec33a/root/com%20mang/RIM%20Case%20Study%20(2)
Pennington, Randy. 2018. MANAGEMENT TOOLS Four Ways to Lead Change. Society of Human Resource Management. Retrieved from https://www.shrm.org/hr-today/news/hr-magazine/pages/0914-leading-change.aspx
References Continued
Riani, A. (2005). How to Create a Winning Employee Retention Strategy. Retrieved from https://www.entrepreneur.com/article/76456
SHRM: Toolkits. 2018. Managing Organizational Communication. Society for Human Resource Management. 2020, February 23. Retrieved from https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/managingorganizationalcommunication.aspx
RIM Communication Plan
MGT-550
Andrea Taylor
Southern New Hampshire University
This presentation is about RIM, a wireless solutions and mobile device company falling under scrutiny for a toxic organizational culture. After an open letter was published on the tech website BGR, RIM’s negative workplace culture was exposed including oppressed communications at all levels. The CEOs found themselves at the center of the scrutiny and this presentation is meant to demonstrate effective strategies for RIM to apply to this severe situation that could dismantle RIM within their industry and public relations.
Goals
Rebuild internal trust and civility at RIM.
Create a new open communication plan that reinstates the mission and vision of the organizational culture at RIM.
Dismantle the previous toxic attributes to the organizational culture.
Rebuild the external trust at RIM within the tech industry and with customers.
Create platforms for open communication to allow for more innovation and bring RIM back into the competition in the tech industry.
As RIM was already facing internal issues “from a dwindling market share, failed product attempts, and a sinking stock price”(Bigus, 2012, p. 6). An RIM senior executive made the decision to make the letter public due to the “culture at RIM does not allow us to speak openly without having to worry about the career-limiting effects”(Bigus, 2012, p. 5). At RIM it is more critical than ever to focus on employee engagement as the organization should be “speaking to the employee as the consumer”(Breman, 2017). Best efforts to ensure that stakeholder contributions, efforts, and overall happiness are meeting business goals and while completing their mission is a major focal point for Balsillie and Lazaridis to achieve through effective communication at all levels with all employees. To better the relationship management at RIM, more frequent face to face interaction must occur as well as more open communication throughout the workplace and through various channels such as email, surveys, anonymous feedback, and meetings to foster the relationship management on a professional and personal matter. To eliminate the limitations in relation to product development, more openness toward idea exchanges to foster the innovation and creation that RIM desperately needs to rebuild their brand. To dissolve the unenjoyable workplace issue, maintaining civility as professionals must occur and all employees must be held accountable for their performances, contributing to a positive workplace culture, and professionalism meanwhile utilizing filtering to aid responses that exhibit empathy, understanding, and informational exchanges.
Target Audience
Employees at all levels will be the main focus of internal communication.
Industry critics, publication sights/media, as well as customers will be the main focus of external communications.
The entire organization at RIM will be the focal, target audience, considering the content letter stated the negative organizational culture “reflects the feelings across a huge percentage of your employee base” (Bigus, 2012, p. 5), and “sentiment is widespread and including members of your own team”(Bigus, 2012, p. 11). Since author of the letter established that the issues are spread across the organization, all levels must be addressed as the audience through written and verbal channels, as to “fully realize the vision, the communication needs to reach everyone in the organization who will play a role in making it a reality”(Cohen, 2005, p. 91).
The target audiences of the external communications from RIM would be the public, critics, and the media associated with the tech industry who frequent reviews on products, organizations, and who report corporate social responsibility. Critics and the public are specific targets since they are externally involved in the organization through forms of engagement such as rapport and trust.
Alignment for mission, vision,and goals.
The most important aspect of this plan alignment begins with leadership acknowledging their accountability in this toxic environment, expressing empathy & understanding as to why it was so detrimental and how they will act to fix it.
Change the organizational culture to an open communication plan.
Actively listen to internal and external input.
Adhere to methods and techniques that will be implemented.
Become transparent in all communication efforts.
The mission, vision and goals of the organization will be met though the messages as the messages implement strategic, effective communication practices that: “Safeguard credibility to establish loyalty and build trust; Maintain consistency to establish a strong employment brand; Listen to employees and to members of the leadership team ;Seek input from all constituencies ;Provide feedback; and prepare managers in their roles as organizational leaders”(SHRM, 2018). It is extremely important that leadership include employees’ at all levels within the processes of meeting the goals through active listening and transparent communication, as “If buy-in is critical for your success, you must involve them in the process. People support what they help create” (Pennington, n.d.). This alignment will coincide with the external communications to rebuild the trust and reputation of RIM as they are transparent on the inside and outside from here on out.
Internal Communications
Face-to-face, frequent,departmental meetings
Written emails & MEMOs, Anonymous feedback forums.
Frequent employee surveys regarding those in leadership positions, their effectiveness, and changes you believe would have a positive impact on RIM.
Open door policies for all leadership positions.
Broadcasted webinars of departmental and company wide meetings.
Published email to BGR to acknowledge the situation.
External Communications
The internal communications will begin the overhaul of transparent, open communication dialogue that will be institutionalized at RIM. All departments will be involved in this process to do an organizational overload of the new program. The idea is to promote the new program with no consequences, and the anonymous feedback would be a helpful alternative if employees still do not trust that they can speak freely. Frequent surveys and discussion regarding the transitions of all involved will be extremely important to understand the progress that is happening. This will also allow employees to begin to trust that they can speak freely-it must be encouraged even if it takes a long time. The external communication technique of webinars to be broadcasted and accessed at any time will allow for media/customers/critics to firsthand experience the new organizational culture at RIM. It will allow for transparency on the external front to rebuild the trust and reputation at RIM. The published email will address the issues, allow for accountability to be taken, and for leadership to extend the external access and involvement to how their organization will be changing.
Potential Sources of Conflict
Continuance of mistrust internally and externally.
Fears.
Refusal of participation.
Naysayers
On the internal and external levels, a continuance of mistrust could continue to occur. Internally and externally, it may be said that RIM is trying to save face and if the letter was never published at all-nothing would be changing. Fears could still reside in this organization. Refusal of participation could also occur creating a barrier in progress. Naysayers could reside internally and externally creating a chain reaction of dismay and negative attitudes.
Internal Measurements
Data analysis of employee feedback from surveys, anonymous forums, and open communication.
Completion by every employee of a Communications Change Impact Survey.
Data and analysis serve as a strategic function in determining if employee engagement strategies are working or if they are not. Surveys, anonymous feedback, and open communications all serve to determine the success of employee engagement by utilizing data and analyzing that data for feedback at RIM. The data would relate to communications, workforce tactics, programs, protocol, and supervisors and managers, and how the employee feels about the overall effectiveness of their contributions to the work and culture of a company. “An effective and sensitive communications plan can provide you with insight on exactly what’s driving your employee moral and how your staff members feel about your company”(Riani 2005). A Communications Mediator and Data Analyst should be hired to frequently collect and analyze the various forms of data and present the effectiveness of the methods to leadership every other month. Every month, employees should be completing a Communications Change Impact Survey that provides baseline starting points and will help track the progress of the communication initiatives.
External Measurements
Traffic, clicks, likes, feedback,and surveys.
Algorithms of external access and traffic will measure the quantitative access number of participants viewing the webinars and published email.
The webinars should require external audiences to sign in with an email. A survey will automatically be sent out to those that sign in to view the meetings. These surveys should be analyzed by a Communications Mediator for presentation at the bi-monthly meeting to report progress. Additionally, algorithms of external access, traffic, and responses should be frequently monitored quantitatively to understand the level of involvement for these external audiences.
References
Bigus, Paul. 2012. Research in Motion: Sincerely, A RIM Employee. Richard Ivey School of Business. Retrieved from file:///media/fuse/drivefs-5f9f8b22d21f6176f4d1dfc2b14ec33a/root/com%20mang/RIM%20Case%20Study%20(2)
Pennington, Randy. 2018. MANAGEMENT TOOLS Four Ways to Lead Change. Society of Human Resource Management. Retrieved from https://www.shrm.org/hr-today/news/hr-magazine/pages/0914-leading-change.aspx
References Continued
Riani, A. (2005). How to Create a Winning Employee Retention Strategy. Retrieved from https://www.entrepreneur.com/article/76456
SHRM: Toolkits. 2018. Managing Organizational Communication. Society for Human Resource Management. 2020, February 23. Retrieved from https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/managingorganizationalcommunication.aspx
