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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
division including the manufacturing unit, the marketing unit, the sales unit, and
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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. ac 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. ac
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
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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. a 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 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
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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
Frankel, R., & Mollenkopf, D. A. (2015). Cross‐functional integration revisited:
Exploring the conceptual elephant. Journal of Business Logistics, 36(1), 18-24.
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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.
