IT520_Week2Module2Assignment_2023

Running Head: IT 520

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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

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

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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

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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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

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

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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 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

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

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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

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

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not. Such an approach would gradually help the mobile division to inculcate the

cohesive behaviour that would reflect in its performance.

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

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