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IT-520-Q1484 Technical Communication
Module 9 Assignment
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Table of Contents
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
including the manufacturing unit, the marketing unit, the sales unit, and the product
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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
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
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value their contribution and thus positively influence their morale and confidence in
the organizational setting. zz
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
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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.
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
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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
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
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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
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. zz
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
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communicating (from bridging) get converted into productive results. The three major
aspects of this step are as follows:
Managing participation
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
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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 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
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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 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
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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 programs, and the same can be forwarded to the team
members in case of training schedules (Luff, zz 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.
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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.
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
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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 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
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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.
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.
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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 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
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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.
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
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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
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
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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
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. zz
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
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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 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
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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.
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
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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 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
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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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