IT520_2022-2023_Week2_SNHU

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Background and Area of Focus

BOLDFlash, the manufacturer of flash memory parts for electrical equipment has

been facing a wide array of challenges in its Mobile division. The former Vice President

of the division named Jim Harrison had died unexpectedly. His role was of paramount

due to the poor technical service communication model. This issue gave rise to the lack

of cohesion in the work setting leads to the poor performance of the division. It was

observed by Cahill that the team lacked a strong and influential leadership approach and

this affected the communication environment. The objective is to identify the key

stakeholders that are involved in the Mobile division and include them in the

communication framework so that it can create value for them. The changes in the

communication approach would make sure that all the important members of the

division were on the same page and they knew what was expected of them.

Key stakeholders

The Mobile division of BOLDFlash has been facing challenges relating to the

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development unit are the major stakeholders that have a direct connection with the

division and its performance. In order to deal with the communication issues, Roger

Cahill has introduced a number of changes so that the stakeholders could be more

involved in the work process and the employee morale could be positively influenced in

the process.

The changes that have been introduced by Cahill include the division of the

be resolved and a transparent communication network could be introduced. The changes

that have been made would have a major implication on the major stakeholders that

have been identified. The inclusion of all the members would make sure that there was

a robust engagement among the employees and they would work as a single division

and help BOLDFlash to perform better in the dynamic market setting (Virtaluoto, 2013).

In order to strengthen the technical service communication at the divisional level, it is

necessary to involve all the heads of the divisional units so that they could respect and

understand each other’s work and contribution in the work level. This unique

communication framework would positively influence the collaboration and facilitation

among the members.

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are on the same page include the high level of engagement among the divisional units,

the inclusion of the measurable objectives and goals and the overall alignment of the

organizational and divisional objective. At present, the major issues that are arising

before the Mobile division of BOLDFlash are because of the lack of proper coordination

and interaction with the divisional members which is not only adversely affecting the

employee moral but adversely affecting the divisional performance (Continue.uottawa.ca,

stakeholders understand the fact that the role and contribution of all the involved

personnel are necessary to help the mobile division move forward and create value for

BOLDFlash. Some of the key features of the communication practices that would be

introduced at the Mobile division level of the business entity have been presented below.

Alignment of the organizational goal and the divisional objectives – The new

communication model would make sure that all the mobile divisional units would get a

better understanding of how their roles and responsibilities would impact the divisional

performance and the organizational performance. This would help them to value their

contribution and thus positively influence their morale and confidence in the

organizational setting. e

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division would be on the same page and they would work in a coordinated fashion in

the dynamic organisational setting (Continue.uottawa.ca, 2018).

Incorporation of both the technical and the non-technical communication

approaches – One of the most important features of the new communication model that

would be introduced in the mobile division would be the inclusion of the technical and

the non-technical elements. A major change that has been introduced by Roger Cahill

Framework for communication

The framework for the communication model in the mobile division of

BOLDFlash would involve both the technical and non-technical elements so that the

stakeholders that come from technical and non-technical background would be interested

in it and it would create value for all of them. Roger Cahill is a scientist at heart and

he definitely believes in sharing his message in a technical and scientific language but

in the new communication model, since the members and stakeholders would be

involved from different units, it is necessary to use both the communication and

engagement strategic approaches. Some of the core non-technical communication

elements that could be incorporated in the framework include the cooperative approach,

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the newly introduced communication framework in the work division would make sure

that the division is able to focus on the product development process and at the same

time, the morale of the employees is not adversely affected. Such a holistic

communication framework would help the Mobile division to work in a coordinated

manner and improve its performance.

technical service communication model. Due to a weak communication network that

exists in the Mobile division, there is a lack of coordination, unity in the work setting

which adversely affects the communication environment. It adversely affects the

employee morale and also reflects on the poor performance of the division of the

organization. The key stakeholders that would be affected by the new communication

framework have been identified. The communication practices would involve all the

mobile division units so that the alignment of the divisional work would be possible.

The framework for the communication has been carefully designed so that both the

technical and the non-technical aspects could be highlighted in the process. Such a

model has e designed so that the interaction and engagement would have value for all

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Continue.uottawa.ca (2018). Best! Practices! in! Strategic!Communications! Planning.

Retrieved from

https://continue.uottawa.ca/sites/cce/files/best_practices_in_strategic_communications_

.pdf

Frankel, R., & Mollenkopf, D. A. (2015). Cross‐functional integration revisited:

Exploring the conceptual elephant. Journal of Business Logistics, 36(1), 18-24.

Jacobsen, L., van Trijp, H., Wagner, K., & Lähteenmäki, L. (2016). Implementation

challenges of cross-functional communication between marketing and technology in

the innovation process. In R&D Management Conference 2016.

Virtaluoto, J. (2013). “It’sa strange little business”–issues in technical communication.