Running Head: IT 520 aaa aaa aaa aaa aa aaa aaa aaa aaa aaa aa aaa aaa aaa aa aaa aaa aaa aaa aaa aaa aaa aaa aaa aaa aa a aaa aaa aa aaa aaa aaa aaa aaa
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IT-520-Q1484 Technical Communication
Module 2 Assignment
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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 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
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division 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). aaa 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
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help them to value their contribution and thus positively influence their morale
and confidence in the organizational setting.
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
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aaa aaa aaa aaa aaa a aaa aaa aaa aaa aaa aaa a aaa aaa aaa aaa aaa aa aaa aaa aaa aaa aaa aaa a aaa aaa aaa a aaa aaa aaa aaa aaa aaa aa aaa aa aaa aaa aaa aaa aaa aaa a aaa aaa
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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 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.
Conclusion
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
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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. Such an approach would gradually help the mobile
division to inculcate the cohesive behaviour that would reflect in its
performance.
References
Beer, M., & Shelton, R. (2012). BoldFlash: Cross-Functional Challenges in the
Mobile Division.
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
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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. AFinLA-e: Soveltavan kielitieteen tutkimuksia, (5), 200-213.
