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IT-520-Q1484 Technical Communication
Module 9 Assignment
SNHU
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[IT-520-01: 3
IT-520-02: .................................................................................................................................. 7
IT-520-03: ................................................................................................................................ 14
IT-520-04: ................................................................................................................................ 21
References ................................................................................................................................ 24
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IT-520-01:
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
importance as his vision acted as the catalyst that drove the Mobile Division. After his
demise, Roger Cahill has identified a number of communication issues that exist in the
division and adversely affect the performance of the members. The poor communication
model had a negative impact on the teamwork and the productivity of the internal
members.
The main focus is on the issues that arise in the mobile division of BOLDFlash
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
technical communication which has impacted the communication environment and the
team outcome. The various stakeholders that are involved in the Mobile division
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including the manufacturing unit, the marketing unit, the sales unit, and the product
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
marking unit and the sales unit which was previously operating together. He appointed
Kavita Patel and retained Brian so that they could head the Marketing and Sakes units
respectively. Another vital change that was introduced by him was that he consolidated
the non-manufacturing employees in the process so that all the employees that were
working in the Mobile division would be on the same page (Virtaluoto, 2013). These
changes were done so that the friction that existed among the division members could
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.
Established communication strategies
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The established communication practices that would influence the prevailing
scenario in the Mobile division of BOLDFlash and make sure that the key stakeholders
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,
2018). In order to deal with the core issue relating to the poor technical service
communication model, it is vital to make sure that all the units work together as a
single team so that the ultimate product that is designed can be positively received in
the highly competitive market setting (Jacobsen et al., 2016).
The increase in the number of interactions via meetings would help to drive
alignment at the team level. This would make sure that all the members and
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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The inclusion of the clearly defined and measurable objectives – The sound
communication model would make sure that all the units that influence the mobile
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
after taking up the role of the Vice President of the Mobile division is the consolidation
of the non-manufacturing employees in the work process so that they would understand
how their contribution influences and affects the division’s performance. Thus the
combination of the communication approach would make sure that it would be valuable
for all the stakeholders of the mobile division of the BOLDFlash organization (Beer &
Shelton, 2012).
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,
interpreting the emotions of others, being sensitive to the mobile divisional members and
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interacting in a clear and concise manner. All these elements would be valuable and
positively influence the morale of the employees and the involved stakeholders (Frankel
& Mollenkopf, 2015). The inclusion of the technical and the non-technical attributes in
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.
IT-520-02:
Training Plan: Communication
The need to have effective interaction and communication among the team
members is on demand as the relation between the employees and the employer is
dependent on the communication. Interaction between people of different culture is often
difficult due to the factor that both have different language and cultural differences. In
order to improve the communications, it is essential to first establish the adequate and
automated strategies for effective communication. Several studies have shown how the
negotiation or deals among the companies of different culture or two countries can
affect the whole negotiation. The small misunderstandings caused due to cultural
differences and miscommunication can have a bad impact for both the parties involved
(Coughlan, Lycett, & Macredie, 2003). Hofstede, in one of his studies examined why is
it important to first understand the cultural differences and similarities before partnering
with a company or different culture. The Communication strategies I will incorporate in
the area of focus is based on the Mapping, Bridging, Integrating (MPI) model of
effective communication and interaction with the tea
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Mapping, Bridging, Integrating (MPI) model of effective communication:
The MPI model which was brought forward by DisStefano and Maznevski is one
of the most popular and widely accepted models of effective communication. This model
has gained wide acceptance in management fields, communication, and also the business
sector because of its adaptability and simplicity to various contexts. The main strength
of this model is its capability of leveraging the differences as a medium for better
communication and decision making.
These three components are Mapping, Bridging, and Integrating.
Mapping
Mapping in this context refers to understanding the differences that occur due to
differences in an organization (Stewart, Cooper, & Friedley, 2002). This is the first
component of this model and it is mainly used to identify the existing differences in a
team. “The principles of mapping require a commitment to understand the underlying
characteristics affecting each member’s approach to the team,” (Coughlan, Lycett, &
Macredie, 2003). This component of MPI model studies the impact of such differences
and how it affects the company’s objectives or goals in the measurable ways. Under this
component, following three aspects are involved:
1. Selecting the issues that need to be mapped.
2. Describing each communication issues.
3. Identifying the effect of each issue.
Bridging
Bridging is the second and most crucial components of the MBI model which is
associated with communicating and interacting effectively about the differences to bring
ideas together. The primary objective of this component is to avoid any
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miscommunication that occurs due to cultural differences (Whittaker, Frohlich & Daly-
Jones, 2014). This model introduced three unique aspects for establishing a strong
bridge:
1. Preparing- This step involves preparing the people working in an organization
to interact, communicate and develop confidence within themselves to overcome
obstacles arising due to cultural or linguistically differences. Confidence and
Motivation is extremely crucial for bridging as it improved the performance. e
2. Decentring- This process demands the team members to analyze their
understanding of the differences or the differences witnessed in during the
interaction. This can be effectively done by changing their own thinking,
adapting to the ideas of people with whom they are working, and changing their
habits.
3. Re-entering- This third step of Bridging is the final stage where all team
members establish a new medium for interaction. The progress to this stage
depends on having a great understanding of the cultural differences and agreeing
upon such norms for effective interaction (Whittaker, Frohlich & Daly-Jones,
2014).
Integrating
Integrating is the third and last component of the Mapping, Bridging, and
Integrating Models that aid the team members to leverage their differences and finally
come out with right decisions. It is “where understanding (from mapping) and
communicating (from bridging) get converted into productive results. The three major
aspects of this step are as follows:
Managing participation
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This stage is where the team leader ensures that all members participate equally
by adapting to the various norms resulting due to the differences and communication
gap (Greer, Mccalla & Collins, 2009). This process demands the team members to show
equal participation and analyses their understanding of the communication barrier or the
differences witnessed in during the interaction.
Resolving the conflicts
By the term resolving conflicts, we mean addressing the issues arising due to
cultural differences before these issues become dysfunctional. Mapping is a great
medium of finding such issues and help early detection and bridging makes those
conflicts manageable. Integrating aids in resolving of such conflicts with better quality
decisions (Greer, Mccalla & Collins, 2009).
Building on ideas
This is the last and final aspect of integrating. After mapping and bridging, this
step can be used to develop breakthrough ideas that can aid the communications among
multi-cultural people to be highly effective.
Training Plan: Collaboration
For effective collaboration, I will work on removing the existing group
differences. The Group Differences are attributed to the impact of group membership on
people’s behavior. People in various businesses form social identities based on their
participation in a certain group, which can be dependent on their demographic profile,
gender, ethnicity, the roles they play, and their nationality. The groups of people to
which they are related with are called as in-groups, and out-groups are group to which
they are not related. Several studies have shown how the negotiation or deals among
two out-groups can affect the whole negotiation. The small misunderstandings caused
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due to cultural differences and miscommunication among out-groups can have a bad
impact for both the parties involved. Henceforth, to improve the collaboration, I will
first eliminate the existing differences. This will be done by planning get-together,
teaming the people of different groups together, engaging them in activities of same
interest, and driving them towards the same goal of achieving success.
To ensure a thorough collaboration, the bridging strategies will be adopted. The
term “Bridging” has got more to do than just identifying or understand the differences
that exist between two groups. Bridging is more about overcoming these differences that
provide to be an obstacle between the people while crossing over to the different side.
So, the word bridging signifies connecting the two parties through foundational strength,
flexibility, support, and thorough understanding. Over the years, several researchers and
studies have proposed models of Bridging Differences. All these models have the
primary aim of overcoming the cultural and language differences that become an
obstacle in effective communication between two parties. The Bridging Model Theories
can act as an aid for effectively understanding the cultural differences across various
groups and their management (Brown, 2008). One of the models I will be using as a
collaborative strategy has been described below:
Hofstede Model of Bridging Collaboration Gap
This Bridging Difference model proposed by Hofstede suggests a unique system
that can be employed for assessing various cultural backgrounds. It is processed through
identifying five value dimensions of the behavior of people who are working in the
organization. The five value dimensions included the communication of company
expectations, communication of company’s goals, building a strong cohesion with the
team members, getting to know each other, and performance key performance indicators
to leverage the strength of the employees. This Project further expands the framework
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suggested by Hofstede, and it takes a step ahead of understanding the people working in
a multinational organization (Brown, 2008). But, it identifies the many dimensions which
collaboration can be improved by setting team goals, building cohesion, leveraging team
member’s strengths and fostering an innovative atmosphere at work. This model further
incorporated the use of personality frameworks for elaborating the individual behaviors
which can be used for understanding the relationship between two team members and
identifying the areas that can foster collaboration.
Training Plan: Method(s)
At first, the training videos will be utilized as a guiding tool to guide the
audience for introducing the plan and giving instructions because the video tutorials
provide the customer expertise of an outside consultant at ease. This can be a daunting
task at once, but training videos are the best medium of delivering the message to a
broad range of audience at any given time. Secondly, manuals will also be employed for
communication with the employees to share the plan, the briefs related to their roles and
responsibilities, dos and don’ts and a lot more information in a concise manner. Manual
with graphics explaining step-by-step procedures are a great way of delivering a
message. Thirdly, the follow-Up emails will be sent with step-to-step instructions. A
step-by-step written blog or instruction through the email can be of great help for the
user who requires non-technical help, and this can made further simpler by adding
graphics with it. All three of the steps will be utilized for training programs for the
long-distance members, and for sharing the common ideas and plans with the majority
of the members. The three mentioned steps will mainly be used for large-scale audience
and for delivering maximum of the information in shortest of the time span. The
training expert or the executive can prepare many pre-instructions for various training
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programs, and the same can be forwarded to the team members in case of training
schedules (Luff, e Hindmarsh, & Heath, 2000).
Specific Guidelines
For effective communication and collaboration, the clarity of purpose, the
completeness of the objective, the conciseness of the goal and planned strategies, and
thorough feedback are essential. The keys steps of my framework for creating successful
communications in the work field will be the effective use of channels for
communications, the clarity of expectations of the company, the clarity of the goal set
for the respective teams, and conciseness of the message that has to be delivered (Ting-
Toomey & Chung, 2005).
A wide range of cross-functional issues is being faced by the mobile division of
BOLDFlash that need to be resolved on priority so that it can enhance the level of the
performance. Here, the core issue that has been identified to be solved is the poor
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
the stakeholders irrespective of the fact that they have the technical knowledge or not.
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Such an approach would gradually help the mobile division to inculcate the cohesive
behaviour that would reflect in its performance.
IT-520-03:
Part 1 –Report
Introduction
In the current times, the communication and collaboration model is considered to
be an indispensable element. It can help a business undertaking to have a sustainable
existence by facilitating the alignment of the business activities at various levels. The
Boldflash organization has been facing a few cross-functional challenges in the mobile
division that has given rise to a number of communication issues. The report explores
the most suitable communication and collaboration model for the Mobile division
management team that can suit the target audience. The relevance of the intended
message has been captured here. The core elements of the communication framework
have been elaborated that can help to tackle the cross-functional challenge in Boldflash.
Methods for communication and collaboration
At present, the mobile division of Boldflash has been suffering due to the poor
technical service communication model. It has adversely affected its market performance.
In order to deal with the issue, there is the need to use the official website of the
business undertaking as the technical communication artefact. This artefact has been
selected as it would help all the divisions of the business undertaking including the
Mobile division to get a better understanding of the values mission and vision of
Boldflash. It could be used as a vital tool that could encourage cohesive behaviour
among the members of different functions of the business entity. It would help the
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organizational personnel to adopt a bird’s eye view and work towards the organizational
objectives.
The Mobile Division Units of Boldflash include manufacturing, marketing, sales,
and product development. It is necessary to use the artefact that is common for all of
them and which can help them to establish a strong sense of belonging. The website of
Boldflash would help the Units of the Mobile Division to understand how the
coordinated approach would play a critical role to bring the final product to the
forefront (Beer & Shelton, 2012). The official website of the business would play a
critical role in the communication training model as it would help the employees to
focus on its inspiring history and work together to repeat it all over again.
Target audience
The main target audience of the communication that would be introduced in
Boldflash include the departmental heads of the manufacturing, marketing, sales, and
product development units. They have been selected to be a part of the communication
and collaboration approach because of the lack of coordination among these units
adversely affects the Mobile division’s performance.
There exists a major communication gap in the manufacturing unit of Boldflash as
the employees fail to ask about their responsibilities. This adversely affects the ultimate
products of the business concern (Beer & Shelton, 2012). The firm has here
manufacturing units so there is the need to streamline this unit with the other units of
the Mobile division so that their perspectives can be aligned and they can function in a
cohesive manner. As per the case, the sales team seems to have friction with the
manufacturing team. Thus they are also important target audience of the communication
model.
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The team must work together with the other units and decide the final price of the
product instead of just focusing on the revenue goals. The marketing specialists would
also be targeted as their roles and responsibilities have not been clearly specified to
them. The lack of role clarity would naturally make the professionals distant from the
organizational agenda. The product development team would also be a critical target
audience of the communication. In the present times, it experiences troubled
communication with the sales team and the marketing unit relating to the product
development initiatives. As there remain communication gaps among all the units that
make up the Mobile division it is necessary to involve all of them so that they can
function in a coordinated and collaborated manner in the organizational context of
Boldflash. Their inclusion would pay a key role to align their respective perspectives
and organizational agenda (The Introduction Of Business Communication, 2018).
Message to be delivered
In the organizational context, it is necessary to deliver the message that creates
value for the target audience. For instance, the website could highlight how the
coordinated efforts of the product development team, the manufacturing team, the
marketing team and the sales team helps Boldflash to make useful and valuable
offerings in the highly competitive market setting. The information that must be shared
with the product development team must revolve around technology and advancement.
In addition to the technical elements, they need to aware of the marketing and
sales initiative of the business as well as so that the unique speciality of the new
product and offerings could be highlighted in the market. The communication that would
be established with the marketing unit and sales unity must be synchronized to a certain
extent so that they could identify the exact highlight of the new products. Similarly, the
communication of the manufacturing team must be synchronized with the message that
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is intended for the product development unit. This would help them to carefully produce
the product and understand the unique specifications. As all these units act as the
linking parts of the Mobile Division of Boldflash, the intended communication message
would be similar in certain aspects. The official website could present a pictorial
representation of how the free flow of information among the units helps the mobile
division to produce useful and valuable offerings that give Boldflash an edge in the
competitive market setting.
The effectiveness of technical communication
The technical communication that would be introduced in Boldflash would be
successful as it would first try to bridge the existing hap between the Mobile Division
units before sharing any message (The Introduction Of Business Communication, 2018,
p 9). This approach would be implemented to make sure that the target audience of the
message would be on the same page. The official website would be used as the core
communication tool that would highlight the linkage between the units. It would further
shed light on the various processes that are carried out by the different teams to convert
a business idea into an actual product.
The communication approach would succeed as the organizational perspective
would be taken to help the units understand about their roles and responsibilities. It
would highlight how the coordinated and streamlined process would act as an asset for
Boldflash as well as the Mobile Division. It would succeed due to the high level of
consistency of the approach, the transparent communication network and the alignment
of the responsibilities and roles of the business units (Kataria, Kataria & Garg, 2013).
As it would involve the collective effort on part of all the units it would help them to
realize the significance of adopting the cohesive approach while functioning in
Boldflash.
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Key steps of the communication framework
The first step of the technical communication framework is to identify the
stakeholders ranging from the different units of the mobile division. In order to create
the value proposition for all the target audience, the content of the message must be
selected so that it would be valuable for the receivers. The message of the business
must be sent on the uniform platform i.e. the official website so that the organizational
personnel would feel connected with one another. The selection of the message is of
critical significance. So the sharing of the right information with the right set of the
audience would be the key in the case of the Boldflash organization (Key steps in
designing a communications strategy, 2018). It must be sensitive to all the members of
the audience so that no unit would feel left out in the technical communication process.
All these stags of the communication process were of high importance as they helped to
strengthen the professional connection between the core units of the Mobile division of
the business undertaking. The target audience and the intended message were the most
important elements of the technical communication framework that was adopted in the
business undertaking.
The official website of Boldflash has been selected as the technical
communication artefact that would help to address the cross-functional challenges that
arise due to the poor communication model. The major target audience has been
identified that would be involved in the communication and collaboration process. The
communication model has been carefully designed so that relevant message and
information would freely flow among the units and the Mobile division could function
as a single unit.
Part 2 – Report
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Introduction
The report has been designed to highlight the training approach that could be
implemented in Boldflash in order to strengthen the effectiveness of the existing
communication model. The adaptation process has been elaborated here which would
play a key role to manage the cross-functional issues that arose due to the poor
communication among the units of the Mobile Division. The training would play a vital
role to make sure that the target audience would be in a better position to understand
the communicated message and interpret the roles and responsibilities in the
organizational context.
Adaptation of technical communication practice example
At the present times, the communication model that is implemented in Boldflash
relies on the informal communication approach. This increases the degree of ambiguity
and adversely affects the effectiveness of the engagement and interaction at the
organizational level. This increases the level of friction among the Mobile division units
and adversely affects the performance of the business undertaking, In order to deal with
this the technological skills of the employees must be strengthened so that they could
use the official website of the firm and the intranet facility to effectively interact and
discuss the business issues (Beer & Shelton, 2012, p 6). For instance, Karl Melzer from
the product development team has stated that when he tries to discuss about some
business concerns, he did not get a proper response. Instead, he was responded by
asking the details to some other person. This highlights the unstable communication that
is prevalent in the division.
The technical training of the employees would help the employees across the
different business units of the Mobile Division to raise their concerns relaying to
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communication so that they could get a response on time and their contribution in the
organisational setting would not be adversely affected. Such an approach would play a
vital role in the organizational setting of Boldflash that could empower the employees as
their voices could be heard. A better understanding of the technical model helped to
strengthen the engagement in the organizational setting especially in the Mobile division
of Boldflash. e
Adaptation process
The Boldflash business undertaking has been facing cross-functional challenges due
to the poor communication model. It has even adversely affected its performance in the
highly competitive market setting. In order to empower the employees so that they
could use the new and improved communication practice in the firm, a number of
changes were introduced. Firstly, the basic technical skills of the employees were
assessed and according they were given assistance to use the official website efficiently
(Bordi et al., 2018, p 1). This played a vital role as it boosted their confidence to use
the technical communication tool to engage with one another at the unit level and at the
divisional level. In order to help the employees adapt effectively in the digitalized work
setting, they were educated about the high flexibility of the online communication
platform.
It played a key role and helped them to comprehend how the communication tool
could be used to receive a response from the receiver. The adaptation process was
gradual as some of the employees we not the frequent users on the digital platform.
They were provided assistance at every step so that they could acquaint themselves with
the technologically advanced technological platform (Bordi et al., 2018, p 1). In order to
help the employees of the Mobile Division units adapt to the evolving communication
approach, workshops were conducted where the members from all the units could
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participate. This played a vital role to help the employees understand how the
communication tool could be used to strengthen the levels of interaction and
engagement.
In the present times, there is the urgent need to train in the employees in the
Mobile Division of Boldflash so that they would be able to effectively communicate and
engage in the dynamic business setting. In order to address the cross-functional issues
that arise due to the poor communication and the lack of coordination among the
employees, it is necessary to use the technical communication artefact which would act
as a major communication platform for the employees. In order to help the employees
adapt to the new technical communication practice, they must be made familiar with the
official website that could be used to interact among the Mobile division units. The
adaptation process was gradual in nature but it played a key role to strengthen the level
of coordination and interaction among the units and the employees that operated within
the Mobile division of Boldflash.
IT-520-04:
Communication and Training Framework
In order to address the technical communication issue in the BOLDFlash
organization, an integrated effective collaboration and communication strategy has been
designed. In order to enhance the level of communication, the role of the virtual
platform would be crucial. This could help the mobile division of the firm to overcome
the major communication hurdles that arise due to the difference in time and space. The
platform would be used based on the specific stakeholder at who the communication
would be targeted. It would be the major step of the technical communication that could
streamline its effectiveness.
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The goal of the communication model would be to use appropriate technology-
based channels and traditional channels to share the organisational message. Thus the
main communication delivery channels that would be included in the professional plan
include the intranet platform, official website, internal discussion forum, memo and
videos (Kramer, 2014, p 8). The audience would also get the opportunity to give its
feedback through the medium. This feature would enable a two-way communication in
the dynamic business setting. It would act as the building block of the technical
communication of BOLDFlash.
In order to make the communication model work effectively, the employees would have
to be trained so that they could easily use the delivery channels to interact and engage
in the business setting. If they would be empowered to communicate, the productivity of
the teams could be improved. They must be trained to identify the main pages that they
need to use on the intranet so that they can have intra-team and inter-team discussions.
Conclusion
For the purpose of reaching the target audience, it is necessary for the technical
communication to include both the digital communication platform and the non-digital
communication platform. For instance, the customers could use the official website of
the business to give their feedback about the business offerings. Thus the business must
keep in mind the technical skills of the core stakeholders and shape the technical
engagement model. It is necessary for BOLDFlash to adapt technical communications
based on the evolving business context so that it could reach to the key stakeholders
effectively. Even the smallest of the misunderstandings caused due to
miscommunication among the employees can have a bad impact on all the parties
involved. Making an accurate interaction or collaboration with a person of different
culture is still difficult because it involves strategic planning which has been mentioned
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above. In order to effectively deal with the miscommunication and the unintentional
result it yields, the MBI model can be applied.
Even the smallest of the misunderstandings caused due to miscommunication
among the employees can have a bad impact on all the parties involved. Making an
accurate interaction or collaboration with a person of different culture is still difficult
because it involves strategic planning which has been mentioned above. In order to
effectively deal with the miscommunication and the unintentional result it yields, the
MBI model can be applied.
The MBI model can be applied for breaking the obstacles that arise due to
differences in the work culture. The MBI model can thus be used as a medium for
bridging communication and collaboration arising due to cultural variations. This paper
has recognized the importance of all three stages of MBI model in its approach of
dealing with communication hindrances. This study has examined how the collaboration
amongst the employees can be bridged through embracing the company’s goals and
expectations and by supportive communication
The MBI model can be applied for breaking the obstacles that arise due to
differences in the work culture. The MBI model can thus be used as a medium for
bridging communication and collaboration arising due to cultural variations. This paper
has recognized the importance of all three stages of MBI model in its approach of
dealing with communication hindrances. This study has examined how the collaboration
amongst the employees can be bridged through embracing the company’s goals and
expectations and by supportive communication.
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