Category: Communication

DigiTex communication is a leading cable company in the communication industry. The core business of the firm includes provision of internet services and call services. It also manufactures and sales computer networking cables and equipment.

The firms products are differentiated in the market by the fact that they are developed through the best technology. Thus they are not only of the highest quality but also the most affordable in the market. Its customer base consists of individuals, corporations, governments and non-governmental organizations.

Vision

DigiTexs vision statement is a connected world. The firms vision is to create a connected world in which individuals and organizations are able to stay in touch or communicate with each other effectively and efficiently. Thus DigiTex intends to assist its customers to achieve their communication objectives by offering tailor made communication products that suite all budgets.

The importance of this vision is that it is inline with the firms growth plan. The firm intends to be the leading provider of the most affordable and effective internet and call service packages. By creating a connected world, the firm has to increase its production and quality of its products across all markets. Thus the statement forms the basis for formulating the firms growth objectives and policies.

Mission

DigiTexs mission is to connect the world through affordable and effective communication products and service packages. The firm has embarked on thorough research and development in order to improve its efficiency and quality of its products.

Investment in relevant research is meant to help it achieve both product and process innovation. Consequently, it will be able to produce high quality communication service packages that suite the needs of its customers (Boyes & Melvin, 2007). Besides, it will help in developing production technologies that facilitate cost reduction in order to lower the prices of the end products (Boyes & Melvin, 2007).

DigiTexs mission is to make communication through phones and internet technology available to majority of the world population. It intends to help at least one billion people to connect to friends, relatives and colleagues through phones and internet technology in the next ten years. Thus the importance its mission statement is that it provides a road map for realizing the firms vision of creating a connected world.

Guiding philosophy

The success of DigiTex in the industry is attributed to the principles that guide its operations and relationships with both its customers and the community at large. The guiding principles are reflected in the firms values which are as follows.

Values

Engaging People

DigiTex believes that success is a journey in which all parties must be involved through active participation. The firm engages all stakeholders in its operations.

This helps it to communicate to the world what it stands for in the market and the manner in which it intends to realize its objectives. The management engages the customers through conversations that enable it to obtain customers feedback on the quality of products. Besides, it enables the management to understand the customers preferences (Paulsen & Donnely, 2010).

The employees are engaged through appropriate training, consultation and decentralization of decision-making. The shareholders are engaged through regular meetings and active participation in decision making. The community is usually consulted before decisions that affect their welfare are made. Thus the importance of this value is to help the firm develop goals that are shared by all stakeholders (Gary, 2010).

Teamwork

The company believes that achieving success is a shared responsibility. This means that it intends to achieve its strategic goals through collaboration and partnerships. The contribution of each member of the firm is highly valued and contributes to its overall success.

This value helps the firm to take advantage of the benefits accruing from the diversity associated with its human capital. Teamwork enables the firm to fully utilize the talents of its employees who are from diverse socio-cultural backgrounds (Boyes & Melvin, 2007). This value helps in creating the culture of collaboration and shared responsibility in the firm.

Innovation

The firm prioritize innovation at all stages of its operations in order to create competitive advantages. Innovation not only helps in improving profitability, but also helps the firm to deliver its promise to the customers, creating a connected world. DigiTex measures its innovation capacity by its ability to enable its customers to achieve their communication dreams through affordable and improved ways. It also measures its innovation capacity through its ability to understand the needs of customers and the community at large.

Service to the Community

This value defines the firms social responsibility plan and ethical standards. The firm believes that its success depends on its relationship with its employees and the community it operates in.

Thus it not only consult them when making decisions that impact their lives, but also avoids implementing policies or strategies that are harmful to employees and the community. The firm participates in community development activities such as funding environmental protection programs. The management ensures that its operations conform to the international standards of ethics.

How the Mission, Vision and Values Guide the Organizations Strategic Direction

The firms strategic direction is to be the leading provider of most affordable and effective communication products and service packages. Thus the vision statement provides a basis for setting growth targets that must be achieved in order to realize the objectives of its strategic direction. The mission statement provides a framework for developing growth policies. It highlights the steps that DigiTex must take in order to create a connected world.

The values guide the strategic direction as follows. Engaging people enables the firm to obtain the necessary input from its owners, customers employees and community in order to make the right policies. Innovation helps in developing the strategy that propels the firm towards its strategic direction (Bryson, 2004). Service to the community helps the firm to win the support of the community and its employees in regard to its growth plan.

How the Firm Addresses the Needs of the Customers

First, the organization embarks on research and development in order to develop technologies that enable it to produce affordable and high quality products that meet the needs of the customers. Second, it is always in touch with the customers and incorporates their views while making decisions relating to product development and service delivery. Finally, it focuses on value addition by developing only products that give customers value for their money (Paulsen & Donnely, 2010).

Critique of how the Organization Achieves Competitive Advantages

The firm aims at achieving competitive advantages through low prices and producing high quality products. However, maintaining low prices can be very difficulty. This is because the cost of inputs keeps rising and this necessitates price hikes (Boyes & Melvin, 2007). Producing high quality products requires investment in advanced technology (Boyes & Melvin, 2007). The firm has to transfer the cost of such technology to its customers to avoid losses. This further undermines its ability to create competitive advantages through low prices.

SWOTT Table

Summary of the SWOTT Analysis

Economic Factors

Economic factors refer to the performance of the economy in which the firm is operating in. High economic performance leads to high disposable income among the clients (Boyes & Melvin, 2007). Thus the firm is able to increase its sales. It is an opportunity to increase production.

However, poor economic performance lowers sales since the customers will have low purchasing power (Boyes & Melvin, 2007). This leads to high pressure on prices as demand reduces. Low prices might lead to loses. Thus firms are moving to emerging markets in order to take advantage of their robust economic growths.

Legal and Regulation

This refers to the laws that guide competition and operations of firms in an industry. The laws promote fair competition by discouraging monopolies and cartels (Boyes & Melvin, 2007). Fair competition encourages companies to improve their competiveness through high product quality (Paulsen & Donnely, 2010).

However, government interference through regulation limits the firms ability to pursue its strategies effectively. Thus the ability of a company to achieve its growth plan will be limited if the market is highly regulated. Consequently firms are moving to less regulated markets.

Innovation

The firm has been able to improve its efficiency by embarking on process innovation. This has led to a reduction in the cost of production. However, the firms ability to maintain high levels of innovation is threatened by loss of talent due to staff turnover. Thus the firm has embarked on strategic talent acquisition to enhance innovation.

Technology

The use of advanced technology has enabled the firm to produce high quality products as well as developing new ones. Its ability to invest in better technology depends on the availability of financial resources (Boyes & Melvin, 2007).

Global

Globalization has enabled the firm to increase its market share by joining overseas markets. Joining the global market leads to higher sales (Paulsen & Donnely, 2010). However, joining it is expensive and is also characterized by intense competition.

Goals

The main strength of the firms goals is that they can be achieved with the available resources. However, the firm might not be able to achieve them if its resources are misallocated or the employees can not understand the goals (Bryson, 2004).

Resources

The firm is able to fund its expansion plan since it is financially stable. Its human capital is not perfect due to inadequate talent in the industry. Strategic talent acquisition is becoming a challenge due to competing needs that limit availability of financial resources (Boyes & Melvin, 2007).

Critique of how the Organization Adjusts to Change

The company adjusts to change through innovation and creating a culture that is shared by all employees. Innovation helps in adjusting to the new trends in the market while a shared culture motivates the employees to embrace the change (Gary, 2010). However, innovation might not facilitate change since implementing it depends on availability of financial resources (Boyes & Melvin, 2007). Thus if the firm lacks adequate funds, then it will not be able to adjust to changes. A shared culture might also not lead to change since the employees might not believe in the change itself. Thus they may develop a culture of resisting change instead of embracing it.

Supply Chain Operations

The companys supply chain system can be explained as follows. The raw materials are supplied by several suppliers in order to avoid supplier disruption risks.

Manufacturing plants are spread globally to lower the cost of transportation to the final market. Distribution is done through specialized stores, supermarkets and small retailers. Logistics services are provided by independent external firms. The operations of all parties in the supply chain are synchronized through technologies such as RFID and electronic data interchange (EDI) to enhance efficiency.

Issues and Opportunities

The main issues are as follows. First, the global communication industry is characterized by high competition. This leads to the research question, what factors contribute to intense competition in communication industry? Second, natural resources such as copper which are used as raw materials are getting depleted thus increasing costs of production (Boyes & Melvin, 2007).

This leads to the research question, are there substitutes to the minerals used to manufacture networking cables and equipment? Finally, regulation policies such as trade quotas are limiting the firms expansion plan at international level. This leads to the research question, how can firms manage discriminatory regulation policies in the global market?

Balanced Scorecard

Financial Perspectives

1. Increase market share

Metric: percentage by which the market share will increase

Target: increase market share by 20% in 3 years

2. Increase revenue

Metric: percentage by which revenue will increase

Target: increase revenue by 40% in 3 years

3. Increase profitability

Metric: percentage by which net profits will increase

Target: increase net profits by 25% in 3 years

Customer value perspective

1. Increase customer retention rate

Metric: percentage by which customer retention rate will increase

Target: increase customer retention rate by 15% in 2 years

2. Improve customer satisfaction

Metric: percentage by which customer satisfaction will increase

Target: improve customer satisfaction rate by 25% in 2 years

3. Increase customer value

Metric: percentage by which customer value will increase

Target: increase customer value by 15% in 2 years

Internal operations perspectives

1. Reduce delivery lead time

Metric: percentage by which delivery lead time will reduce

Target: reduce delivery lead time by 50% in 2 years

2. Improve productivity

Metric: percentage by which productivity will improve

Target: improve productivity by 40% in 3 years

3. Improve efficiency

Metric: percentage by which efficiency will increase

Target: increase efficiency by 20% in 2 years

Learning and growth perspective

1. Improve employee satisfaction

Metric: percentage by which employee satisfaction will improve

Target: improve employee satisfaction by 40% in 2 years

2. Reduce employee turnover

Metric: percentage by which employee turnover will reduce

Target: reduce employee turnover by 30% in 2 years

3. Increase the rate of technological innovation

Metric: percentage by which technological innovation will increase

Target: increase the rate of technological innovation by 30% in 2 years

Critical Thinking on Objectives

The above targets are meant to improve the profitability and market share of the firm, acquire and retain the best talent as well as improving efficiency and productivity. The financial objectives will help the firm to realize its vision of creating a connected world by helping at least one billion people to connect through internet and phone calls in the next ten years.

Due to the high competition in the market as indicated by SWOTT analysis, the customer perspective objectives will help the firm to maintain and increase its market share. The internal operations are meant to improve productivity. This is inline with the firms mission of increasing productivity in order to create a connected world.

The firms values focus on improving the welfare of the employees, customers, community and increasing productivity. Consequently, the learning perspective objectives aim at improving employees satisfaction. It also aims at increasing the rate of technological innovation. This will enable the firm to adopt technologies that are less harmful to the environment and the community at large (Boyes & Melvin, 2007). Thus it is meant to help the firm observe its ethical standards especially in production.

Strategies for Implementing and Realizing Strategic Objectives

Financial Objectives

In order to realize its financial objectives, the firm will embark on cost leadership strategy. This means that it will focus on maintaining the lowest prices in the market in order to increase its market share (Paulsen & Donnely, 2010). It will also focus on producing high quality products to attract more customers.

The firm will introduce e-marketing through its website to enable customers to make instant purchases as well as have their enquiries answered immediately. The firm expects to increase its revenue and market share by 40% and 20% respectively in 3 years through these strategies. This will translate into an increase in net profit by 20% in 3 years.

Customer Perspective

After sales services such as technical advice and repairs will be implemented to enhance customer retention (Paulsen & Donnely, 2010). Customer satisfaction will be improved through timely delivery of orders while all customers enquiries will be answered within 12 hours after being received.

Customers will be allowed make online purchases through the firms website. Customer value improvement will be achieved by introducing incentives such as discounts. Thus customer satisfaction will improve by 15% while customer retention is expected to increase by 15%.

Internal Operations

In order to reduce delivery lead time, the firm will focus on synchronizing its supply chain activities with all firms in the supply chain. This will be achieved by adopting RFID and Electronic data interchange technologies. These technologies will improve supply chain efficiency by facilitating quick and cost effective transfer of sales transaction data and documents (Boyes & Melvin, 2007). Increasing productivity and overall efficiency in production will be achieved through automating most of production and supply chain activities.

Learning and Growth Objectives

Increasing employee satisfaction and reducing employee turnover will be achieved through the following strategies. Employees will be entitled to regular technical training, remuneration packages that commensurate with qualifications and responsibilities. They will also enjoy job security through permanent job contracts. Technological innovation will be improved through strategic talent acquisition and investments in research and development.

Monitoring and Controlling the Strategic Plan

Early Warning System

An early warning system will be implemented to avoid failures in future. This will involve breaking down the targets of each of the strategic objectives into smaller targets. Each quarter of the financial year will have a specific target to be achieved. At the end of each quarter, the performance of the organization will be evaluated to determine the extent to which the targets of the plan have been achieved.

The evaluation will also help in predicting the firms ability to realize the overall targets within the specified timeframe (Micheli & Manzoni, 2010). Through the evaluation, the management will be able to identify the factors or problems that might prevent it from realizing the targets (Micheli & Manzoni, 2010). This will act as a basis for formulating corrective measures (Gimbert, Bisbe, & Mendoza, 2010).

Timely Response to Threats

The problems realized in the course of implementing the plan will be addressed immediately through the following methods. First, the firm will change its tactics in the event that the proposed ones become unproductive due to unforeseen factors. For example, the marketing techniques can be changed in response to market dynamics (Gimbert, Bisbe, & Mendoza, 2010).

Second, the strategy of the plan can be changed if it becomes less useful due to changing trends in the industry or the firm lacks enough resources to fully implement it. Finally, some objectives of the plan will be changed if necessary in order to realize the overall objective of the plan.

Involving the Employees

The employees will be involved in the implementation process through individual job targets (Micheli & Manzoni, 2010). Every employee will be expected to achieve his or her job targets within a specified timeframe. The performance of the employees will be evaluated twice a year to ensure that they are on track.

Recommendations to Address Ethical, Legal and Regulatory Issues

The main ethical issue facing the organization is work conditions. The standards of work conditions in overseas markets especially in Europe is very high and expensive to maintain. This has lead to employee dissatisfaction. In order to address this issue, the firm should increase its expenditure on employees in order to improve their satisfaction (Boyes & Melvin, 2007).

The legal and regulatory issues include price controls and regulation of the quality of products. The firm should focus on cost reduction in order to maintain the prices recommended by governments in overseas markets (Boyes & Melvin, 2007). The management should invest in innovation in order to produce products that meet the standards set by regulatory bodies in the international market.

References

Boyes, W., & Melvin, M. (2007). Microeconomics. New York: Cengage Learning.

Bryson, J. (2004). Strategic planning for public and nonprofit organizations. New York: John Willey.

Gary, M. (2010). Strategic planning. New York: Business Expert Press.

Gimbert, X., Bisbe, J., & Mendoza, X. (2010). The role of performance management systems in strategy formulation. Long Range Planning, vol. 43(4), 477-497.

Micheli, P., & Manzoni, J.-F. (2010). Strategic performance measures. Long Range Planning, vol. 43(4), 477-497.

Paulsen, P., & Donnely, J. (2010). Marketing management. New York: McGraw-Hill.

Introduction

It has long been argued by scholars and business administrators that effective communication is indispensible for proper functioning of supply chain. At this point, there are numerous cases which show how information technology such as Internet can benefit suppliers, manufactures, distributors and customers. This report is aimed at discussing the best practices which are adopted by modern businesses.

For this purpose, it is necessary to review scholarly works that examine the importance of information communication in supply chain management.

Furthermore, it is necessary to show this knowledge can be applied to some real life situation, in particular, to the case of Betta Struts, the enterprise which has recently introduced an e-supply chain. It is quite possible to argue that this company show how one can effectively adopt IT technologies. Some of their strategies can be emulating by other manufacturing companies.

Literature review

Quantitative and qualitative benefits

A great number of researchers have already discussed the benefits of adopting information technologies in the work place. For instance, in their study, Elizabeth Williamson, David Harrison and Mike Jordan identify several areas where Internet can be applied, namely: procurement, order processing, customer service, inventory management, workload planning, etc (2004, p 380).

They also argue that the adoption of these technologies can bring such benefits as ability to reduce labor costs, decreased expenditures, and finally ability to incorporate outside suppliers into the structure of the company (Williamson, Harrison & Jordan, 2004, p 380).

The argument advanced by the authors is that Internet accelerates the flow of information and this makes supply chain more responsive and flexible. In this context the word responsive means that that supply chain is able to react to the fluctuations in demand.

To some degree, this argument is echoes by other scholars. In the study, Gunasekaran and Ngai discuss hypothetical advantages of introducing IT into supply chain (2004). They lay stress on such benefits as reduced paper transactions, simplified order cycle, and ability to take the so-called Just-in-Time approach (Gunasekaran & Ngai, 2004, p 280).

Among other advantages of using IT we can single out the reduction of costs which results from knowing the exact demand generated by the efforts of sales managers (Tokar, Aloysius, Waller & Williams, n.d. p 16). The thing is that retail promotions is a very significant factor that affects the demand for a product; in many cases the manufacturer is not able to match this demand.

In part, this failure can be explained by lack of communication and coordination between retailers and wholesalers on the one hand, and manufacturing facilities, on the other (Tokar, Aloysius, Waller & Williams, n.d. p 16). The application of information technologies can greatly contribute to the solution of this problem.

When we speak about the importance of information communication, we need to mention those software solutions which are used to forecast demand and schedule production. These applications can function effectively, only if there is efficient flow of information between the company, suppliers, and distributors (Kumar, 2001, 60).

Internet technologies can play an essential role in demand forecasting. Therefore, it is quite possible to argue that effective communication of information can bring both quantitative and qualitative improvements. At this point, this approach has already benefited companies representing various areas such as car manufacturing, food and drink industry, oil-producing companies and so forth.

Finally, information communication seems to be of great importance to large companies which comprise a great number of departments, business units.

As a rule, they cooperate with numerous suppliers. Without effective utilization of information technologies these companies become more cumbersome and their organizational as well as financial performance declines. This is why this topic has become so important to business administrators and supply chain managers.

Challenges to effective communication of information

Nonetheless, one should not assume that information technologies alone can solve of the problems encountered by the company. Much attention is now being paid to strategies which are used to implement IT. One should not overlook such challenges as the necessity to train and educate employees or restructuring of business processes within the company (Gunasekaran & Ngai, 2004, p 282).

Apart from that, many enterprises often have to procure new equipment or software, and for many of them these costs are not affordable. However, there is a different and far more difficult obstacle. In their study Robert Premus and Nada Sanders (2009) point out that only 12,5 percent of manufacturers are willing to participate in collaborative planning (184).

In other words, many companies are reluctant to provide confidential information to the suppliers and without it the implementation of IT is pointless. This unwillingness to share information can be explained by security concerns which many organizations may have. There is great risk that this information can be used by the competitors, and one cannot underestimate this risk.

Furthermore, one should not assume that unwillingness to share information can be observed only between the companies; it can be also be found within organizations. For instance, sometimes the departments of a company can pursue their own objectives, while paying little attention to the needs of the whole enterprise.

A company, which intends to implement information technologies, has to remember some very important tasks. First of all, it is vital to organize a cross-functional team whose members have IT skills (Gunasekaran & Ngai, 2004, p 286).

These people examine informational needs of suppliers, manufactures, and distributors. Secondly, the management has to decide what kind of information should be accessible to business partners and to what extent.

Additionally, the scholars urge managers to pay special attention to the selection of software and platform; it might be LAN (Local Area Network), MAN (Metropolitan Area Network), Extranet etc (Gunasekaran & Ngai, 2004, p 286). This framework¹ may be used for the implementation of IT.

Of course, this framework should not be regarded as some universal strategies since much will depend on the previous experience of a company, its size and structure.

Thus, this literature review has identified the significance of effective information communication for effective work of supply chain. Its quantitative and qualitative benefits are quite evident. At this stage, we need to apply these theoretical concepts to a real company.

This analysis will help us better understand the advantages of using IT to manage supply chain. Moreover, this analysis will highlight the pitfalls that should be avoided by the management.

Practical implication

Important lessons of Betta Struts Case

The example of Betta Struts illustrates the point that adoption of information technologies and especially Enterprise Resource Planning (ERP) system can maximize the performance of supply chain in a company. This management understood that this company managed to retain its customers mostly due to the quality of their products.

However, organizational performance of this enterprise left much to be desired (Sadler, 2007, p 154). We can single out several important lessons that entrepreneurs can derive from the experience of Betta Struts. First, a company which is extremely departmentalized, is less likely to perform to its full capacity.

In the case it has been identified that every division of Betta Struts had its internal goals and information sharing was not encouraged by the management. The case illustrates that cross-functional teams are more efficient than separate departments like Operations, Purchasing or Marketing (Sadler, 2007, p 154).

This recommendation should be taken into consideration by private companies who attempt to optimize the functioning of supply chain. Another important lesson is that implementation of ERP system or other information technologies cannot be successful unless members of the staff are actively involved in this process.

In many cases, IT fails to produce expected results because the management imposes a change on the employees without asking them for their opinion or recommendations. The management of this company succeeded in avoiding these pitfalls by providing training to each member of the staff.

Additionally, the managers spent a substantial amount of time explaining the responsibilities to every employee (Sadler, 2007). The thing is that every organizational change is accompanied by employees resistance.

In this particular case, the management was able to minimize this resistance. Despite the fact that this measures seem to be self-evident, many business administrators do not do it, and this prevents them from achieving the results that they anticipated.

The results achieved by the company

Betta Struts has managed to bring several improvements into their major information systems. First of all, we need to discuss the logistics information system of this enterprise. By relying on the information, provided by sales managers they managed to better predict the demand for their products. As a result, they were better able to predict their need for raw materials (Sadler, 2007, p 158).

Moreover, they were able to reduce the inventory turnover by 30 percent. Thus, one can say that their logistics information system has been transformed into a tool that allows to plan production and manage suppliers. It has become essential for cost reduction.

Secondly, we can mention Sales and Distribution System, which enabled them to diminish the cost of purchase orders and made the company more attractive to the customers. Finally, we need to discuss management information system.

It has allowed the company to integrate several departments that were responsible for the management of supply chain. Such departments as Purchasing, Operations and Marketing were able to work together. So, management information system has been turned into a tool that can help business administrators to form cross-functional teams.

This tool is applicable not only to supply chain management but to other business processes such as customer service or R&D.

The main change that occurred witin Betta Struts is that information has become more accessible to the employees and the management was able to better coordinate the efforts of suppliers, manufacturing facilities, and distributors. Most importantly, customers benefit from this innovation because order processing became more time-efficient.

Ways of overcoming challenges

As it has been identified in the literature review, the company that tried to implement IT into supply chain frequently has to struggle with unwillingness to participate in information sharing. Similar problems were faced by the management Betta Struts. The departments of this enterprise were quite separated from one another.

It should be noted that adoption of information technologies often entails radical organizational changes, for instance, many employees may be unaccustomed to working in cross-functional teams. Very often this change is not accepted readily by the staff.

The management avoided this problem by consulting other employees. Again, they offered training courses the end users. These strategies should be taken into account by the enterprises which plan to re-organize their supply chain.

Conclusion

This analysis indicates that effective communication of information is essential for optimization of supply chain. Empirical studies and case studies show that it is essential for the reduction of labor costs, inventory turnover, and expenses of procurement. Additionally, information technologies have become an inseparable part production planning.

Their benefits can hardly be disputed but the implementation of such products requires considerable expertise and experience. The most important thing to remember is that management should avoid the so-called top-down approach. In other words, they should encourage other members of the staff to take part in such projects; otherwise, such attempts are doomed to failure.

On the whole, a managers, who is willing to bring changes into supply chain, should carefully research the best practices adopted by the leading companies. Only by relying on experience of others one will be able to improve the supply chain.

Appendixes

(Gunasekaran & Ngai, 2004, p 286)

References

Gunasekaran. A. & Ngai E. 2004. Information systems in supply chain integration and management. European Journal of Operational Research. 159, pp 269-295.

Kumar K. 2001. Technology for Supporting Supply. Communication of the ACM. 44, (6), pp 58-61.

McLaren T, Head M, & Yuan Y. (2004). Supply chain management information systems capabilities. An exploratory study of electronics manufacturers. Information Systems and e-Business Management. 2, p 207-222.

Premkumar. G Prem. 2000. Interorganizational Systems and Supply Chain Management  An Information Processing Perspective. ECIS 2000 Proceedings. Paper 198, pp 1-9.

Premus. R & Sanders N. 2008 Information Sharing in Global Supply Chain Alliances. Journal of Asia-Pacific Business. 9 (2), p 174-192.

Sadler I. 2007 Logistics and Supply Chain Integration. London: SAGE.

Tokar. T. Aloysius J. Waller M. & Williams B. (n. d). Retail Promotions and Information Sharing in the Supply Chain a Controlled Experiment. Emerald Group Publishing Limited, pp 1-44.

Williamson E. Harrison. D. & Jordan, M. 2004 Information systems development within supply chain management. International Journal of Information Management. 24, pp 375-385.

Footnotes

¹ Please refer to the Appendix to see visual representation of this framework

Introduction

Communication is one of the most important elements in a firms operations. Through effective communication, a firm can establish a strong relationship with the various organizational stakeholders such as customers, suppliers, government, and employees amongst others (Griffin, 2011).

In the course of executing their duties, business executives experience communication problems, and thus they are concerned on how to understand better the various stakeholders especially the employees. Jackson (2006) is of the opinion that it is paramount for firms management teams to overcome internal and external communication barriers.

The communication interactions and approaches adopted by organizations directly influence the functioning of their departments and hence their overall business performance. This paper evaluates the case of Jebel Ali Free Zone in a bid to develop a better understanding of the communication difficulties experienced by organizations.

The paper also evaluates a number of barriers and difficulties that the firm experiences in its communication processes. They include the existence of cultural barriers, lack of feedback, lack of clarity, system design faults, and lack of honesty and complexity of the organization. Finally, the paper proposes a number of solutions to deal with these problems.

General information about Jebel Ali Free Zone

Jebel Ali Free Zone (Jafza) was established in 1985. It is a member of the UAEs Economic Zone World. In its operation, Jafza is committed at delivering optimal customer service. Its commitment to customer service enabled Jafza to attain ISO 9001: 2000 certification (Business Services, 2012, Para. 1).

Since its establishment, the organization has undergone a significant transformation. Currently it acts as a hub for over 6,700 companies, which are both domestic and foreign companies. The companies are from 150 different countries across the globe. The organization was founded on the premise of becoming an international business hub.

Its establishment was also intended at providing its clients with an opportunity to access a wide range of valuable business features such as optimal location, effective and efficient infrastructure, and logistics. Over the years, the organization has become a key driver within the rapidly growing United Arabs Emirates economy (Business Services, 2012).

The organization is situated at Dubai, which serves as an optimal midway between various continents such as Africa, Europe, and Asia. Consequently, Jafza provides its clients with the opportunity to increase their customer base. As an international business hub, Jafza enables businesses to access a customer base of over 2 million people.

Jafza also acts as a gateway to other economies within the United Arabs Emirates, Middle East, and the Gulf Cooperation Council (GCC), which are less than 24 hours away. The zone is located between Al Maktoum International Airport, the largest container port, and Jebel Ali Port in Dubai, which ranks as the sixth biggest cargo port.

Jafza is unique in that there is no other free zone that lies between two major logistic enablers. The organization also prides in a 6-lane highway, which facilitates transportation of custom bound goods between ports within 20 minutes. Establishment of an effective and efficient infrastructure is one of Jafzas key strengths (Business Services, 2012).

In a bid to increase its client base, Jafza has incorporated a number of commercial incentives such as full repatriation of capital and profit earned from the firms operations, zero income and corporate taxes for the duration of fifty years, 100 per cent foreign ownership and elimination of local labor restrictions for investors.

Additionally, Jafza has also eliminated currency restrictions. The organization also provides diverse state-of-the-art facilities some of which include Light Industrial Unites (LIU), warehouse and showroom facilities, land, and office space. The purpose of establishing the light industrial units was to provide clients with an opportunity to store their light industrial products and undertake light assembling and production.

The firm ensures that the LIUs are adequately supplied with sufficient power, which enables them to undertake their business operations smoothly. Other facilities that LIUs have include sufficient parking space and a container loading dock. Jafza has established eight blocks, which compose the 68 showroom-cum-warehouses to meet the needs of its clients. The rooms serve various purposes such as distribution, display, and storage. On the other hand, Jafza owns a sizeable plot of land, which is available for leasing.

Management problem  communication difficulties Jafza

Jafza is cognizant of the importance of attaining operational efficiency. Consequently, the firm has established a number of departments, which include sales and marketing, property, civil engineering, and administrative services departments (Business Services, 2012, Para. 3). The departments operations aim at attaining one objective, which is to appraise the applications made by the various clients who intend to establish their operations in the Free Zone.

Upon the clients approval, the departments provide additional vital services to clients. In spite of existence of goal congruence between the various departments, their responsibilities differ. Successful communication forms the foundation of Jafzas operations. However, in the course of its operation, Jafza faces a number of communication difficulties as discussed below.

Cultural barriers

Culture is one of the major issues that organizations have to take into account in the course of their operations (Krizan, 2011). However, companies that are involved in cross-border activities are the most affected by the existence of cross-border cultural differences. In its operation, Jafza has established itself as an international business hub. Consequently, the firm faces a number of cultural challenges.

Jafza serves clients who are characterized by diverse language and cultural backgrounds. The cultural differences emanate from the fact that the clients come from different countries. Some of the major cultural differences that Jafza experiences are associated with differences in ethnicity, physical challenge, religion, lifestyle, age, and gender. Consequently, the firm experiences a number of communication barriers.

One of the main cultural barriers associates with cultural ethnocentrism and relativism. According to Krizan (2011), cultural relativism emanates from differences in values and behaviors amongst the parties involved. One of the standards of measuring cultural relativism is ethics such as what one culture considers being right or wrong.

By developing such an approach, some of the Jafzas employees experience a challenge in the process of interpreting the intended meaning by the clients. On the other hand, the firm also experiences communication difficulties within its departments due to ethnocentrism.

In a bid to develop a strong human resource base, Jafza has sourced its employees from different countries. However, some of the employees consider their culture as more superior compared to other cultures. As a result, this aspect leads to lack of effective collaboration between the firms departments. Collaboration between departments in an organization is attainable by ensuring effective communication.

Despite the existence of similarities between employee behaviors, their culture may be completely different, which leads to the formation of stereotypes and distrust amongst employees in various departments.

In its operation, Jafza experiences a major problem due to the existence of stereotypes within its departments, which fail to appreciate the importance of cultural diversity. Consequently, the firm suffers through reduction in the level of integration between departments.

Additionally, some employees in Jafza departments consider their culture as superior to others. Consequently, they prefer working with employees of their cultural background compared to others. This aspect means that there is a substantial level of distrust amongst the firms employees. However, the success of Jafza is dependent on the operations of all the departments. Existence of communication difficulties due to cultural barriers is adversely affecting teamwork within the firm.

Considering the fact that Jafza deals with a wide range of clients from different countries, the organization has to deal with the issue of cultural diversity. In an effort to deal with this challenge, Jafza has to train its workforce continuously to manage the existing communication gaps effectively.

One of the issues, which the firm has to focus on in its training process entails helping the employees to appreciate cultural diversity. Additionally, Jafza has to ensure that its employees in the various departments are bilingual (Hartley, Chatterton, & Bruckmann, 2002).

Lack of feedback

For complete communication cycle, there has to be feedback from the intended recipient (Lunenburg & Ornstein, 2008). The feedback enables the initiator of the communication process to determine whether the recipient has understood the intended message. Decoding the sent message is paramount in ensuring the implementation of the appropriate action. However, Jafzas communication process faces a major challenge due to lack of feedback.

One of the factors that lead to lack of feedback associates with ineffective collaboration between the various departments. In the course of executing their duties, the firms departments carry diverse responsibilities. For example, the sales and marketing department is charged with the responsibility of receiving, approving, and analyzing the applications made by clients.

On the other hand, the civil engineering departments responsibility entails analyzing the clients projects. Therefore, operations of the two departments are interlinked. The civil engineering department cannot execute its duties if the sales and marketing department receives the applications and fail to communicate the same.

Lack of clarity

In a bid to attain the desired effectiveness in the communication process, it is paramount for the firms management teams to ensure that the employees understand the intended message. However, there are some instances when the message is not adequately decoded (Lunenburg & Ornstein, 2008).

One of the reasons why the message may not be understood is associated with the fact that the employees might interpret the message differently. In the course of its operation, Jafza experiences a major challenge in communicating to the various departments, which arises from the fact that there are some instances when the message is not clear. This aspect forces the employees to act in a manner that is contradictory to the intended action.

System design faults

Considering the importance of communication within and across departments, most organizations are cognizant of the importance of implementing communication systems and structures. One of the communication systems that firms should implement relates to information communication system.

In the course of its operation, Jafza has implemented an information communication system across all its departments. However, the communication system is not well configured to meet the firms communication needs. Consequently, Jafza has been experiencing a major challenge when communicating to its employees and clients (Means & Rankin, 2010).

The communication system entails relying on the clients and employees personal emails IDs. This element presents a major challenge because the firm would not have managed to track the clients or employees in the event they left Jafza. Additionally, the firm also faced a challenge because most clients lost their email IDs.

Consequently, Jafza suffered a major challenge with regard to implementing and maintaining an effective and reliable e-mail communication system especially with regard to its clients operating outside the free zone. Therefore, to improve the efficiency of its customer service delivery, Jafza needed an effective communication channel that would improve communication consistency.

Lack of honesty

Honesty is one of the indispensable elements of every successful business entity, and the lack of the same is a clear indication of an imminent failure. During difficult times such as recession, Jafza experiences a major challenge in its communication process. The challenge emanates from the fact that employees may not be honest in their communication process.

For example, during difficult times, the firm requires employees to give honest answers on some of the issues that the firm is facing. However, upon sensing the problems, the employees may fail to issue the intended information.

Complexity of the organization

According to Fielding (2006, p. 20), organizations experience a challenge due to the existence of numerous people to whom the message should be passed. Passing information to many individuals may result in the message being distorted due to extensive filtering and omission errors as the message is being passed on from one party to another.

This phenomenon is very rife in Jafza due to the hierarchical organizational structure that the firm has adopted. In an effort to meet the customers needs, the firm has organized itself into a number of departments, which include sales and marketing department, administrative services department, civil engineering department, and the property department.

The operations of every department are greatly dependent on other departments. As a result, the firm experiences communication breakdown due to the occurrence of distortions and omissions.

Solutions to deal with the problem

In order to continue with its high rate of growth, it is paramount for Jafza to deal with the communication difficulties experienced, and to achieve this objective, the firm should take into account a number of issues as outlined below.

Incorporating an audience-centered approach

Jafza should incorporate effective measures to deal with communication difficulties across and within departments arising from the existence of cultural differences. Firstly, the firm should stimulate the employees to appreciate the prevailing cultural diversity, and to achieve this goal, the firm should ensure that the employees understand each others cultural differences with regard to education, race, religion, status, gender.

This move will play an important role in eliminating discrimination amongst employees. Thus, the firm will undertake effective communication. One of the ways through which this goal is attainable is by taking into account the message needs of the intended receiver.

Fostering an open-communication environment

Existence of restrictive environment is one of the reasons why organizations are not efficient in their communication process, and to deal with this challenge, Jafza should ensure that there is open communication. One of the ways through which the firm can achieve this aspect is by modifying the number of organizational level.

For example, the firm can adopt a more flat organizational structure, which will lead to an improvement in the degree of interaction between the firms departments.

Additionally, Jafza should ensure that it incorporates the concept of teamwork. The firm should assign some responsibilities to employees from various departments. This move will play an important role in improving the level of trust amongst employees, and thus there will be an increment in the rate of interaction amongst employees, hence improving communication (Fielding, 2006, p. 20).

Incorporating ethical communication

Jafza should ensure that it integrates ethical communication to improve the effectiveness and efficiency with which it delivers its customer service. The firm can achieve this goal by motivating employees to be transparent in their communication process. Therefore, they should desist from all deceptive tactics and issuing negative information.

Improve the efficiency of the message

Jafza is a very complex organization; therefore, it is important for the firm to ensure that it creates lean and efficient messages. In a bid to achieve this objective, the firm should motivate departments to report in a concise manner, for such a move will play an important role in preventing the audience from losing interest in reading the intended message.

Additionally, incorporation of lean messages will tend to increase the level of concentration amongst the employees. By keeping the messages lean, the firm will avoid overloading its information communication network (Fielding, 2006, p. 20).

Updating its communication infrastructure

In an attempt to deal with the communication systems challenge, Jafza outsourced the services of FVC, a renowned value added distributor of Google Enterprise solutions in North Africa and the Middle East. The firm offers a wide range of e-mail solutions specifically the ready-to-use email solutions.

In addition to being secure, the email solution provided by FVC is also compatible with that of Jafza and its clients. The technology utilizes Googles cloud computing technology. Additionally, the technology can be implemented immediately and accommodate numerous users of information communication without undertaking major infrastructural changes.

By outsourcing, the services of FVC, Jafza has been in a position to deal with the communication challenge it experienced due to system design defaults. One of the ways through which the firm has benefited is that it has customized its clients and employees e-email addresses.

Employees can use addresses such @jafzamail.com. Through this technology, the firms management team can communicate with its employees and clients. Additionally, the firm has continued to ensure that it maintains the integrity of the communication medium. One of the ways through which the firm has attained this aspect is by ensuring that there is a two-way communication amongst the firm, its clients, and employees. Implementation of technology has extensively benefited the firm.

For example, its deployment is both quick and convenient. Additionally, the firm is not required to undertake extensive training in enabling the employees and clients to use the technology. Therefore, the firm has minimized the cost of implementing the new technology in addition to improving its communication effectiveness and efficiency.

Conclusion

This analysis underscores the importance of communication within an organization. However, firms experience numerous communication challenges in their operations. Due to its cross-border operations, Jafza experiences numerous cultural barriers in its communication process.

These barriers emanate from the existence of cultural diversity amongst the firms employees, which is well illustrated by the fact that some employees consider their culture as more superior compared to that of their fellow colleagues. Consequently, stereotypes emerge within the organization.

The cultural differences also lead to the emergence of an inefficient feedback mechanism due to language barriers, thus leading to lack of inter-departmental collaboration. Lack of collaboration has adverse effects on the firms operational efficiency. System default designs are another factor that had adversely affected the firms communication process.

As a result, the firms management team could not stay in touch with the firms employees and its clients. Lack of honesty amongst its employees is another challenge that the firm experienced in its communication process. Some employees were not willing to give transparent information regarding the firms operations.

In a bid to deal with the communication difficulties due to the system default design, Jafza has incorporated a new Google email solution. The new system has significantly improved the firms communication effectiveness and efficiency. In spite of this move, the firm should address a number of issues.

Firstly, the firm should incorporate an audience-centered approach, which will improve its focus on the communication needs of the employees. It is also important for the firm to foster open communication in the firm by adopting a lean organization structure. This move will reduce the complexity associated with the reporting process. Fostering ethical communication practices will also improve the firms communication efficiency. Additionally, the firm should continuously update its communication infrastructure

Reference List

Business Services. (2012). Jafza free zone. Web.

Fielding, M. (2006). Effective communication in organizations: preparing messages that Communicate. Lansdowne, Cape Town: Juta Academics.

Griffin, R. (2011). Management. Mason, OH: South Western Cengage Learning. Hartley, P., Chatterton, P., & Bruckmann, C. (2002). Business communication; an Introduction. New York, NY: Routledge.

Jackson, J. (2006). The organization and its communication problems. Journal of Communication, 9(4), 158-167.

Krizan, A. (2011). Business communication. Mason, OH: Cengage Learning.

Lunenburg, F., & Ornstein, A. (2008). Educational administration: concepts and practices. Belmont, CA: Wadsworth.

Means, T., & Rankin, D. (2010). Business communication. Mason, OH: South Western Cengage Learning.

The managerial functions of communication

According to Wertheim (2008), majority of employees expend about 76% of their time in private communication with their colleges at workplace (p.1). Thus, efficient communication- whether at personal, intergroup, intra-group, or external level- is a vital factor needed by an organization to drive and achieve its goals.

Effective communication enables vital information to be relayed, in a manner and form that is easily deciphered by the person receiving it within an organization. In addition, workers are highly motivated to be productive when an organization adopts effective communication skills.

The active participation and loyalty of the labor force is one of the major components that enable an organization to attain world-class status and implement operations management strategies for instance Kaizen or just in time. This participation can be attained and maintained via effective communication.

The ability to relay information, for example the goals and objectives of the organization is viewed as the first step in achieving this commitment. When these goals and objective are effectively communicated to all employees within the organization, then operational management strategies must be initiated to permit workers to play an active role in attaining these goals (Business Studies, 2008, p.1).Effective communication thus motivates employees to own the goals of the company and relate with their supervisors productively.

Effective communication also enables an organization to know the requirements of customers. There are a number of communication channels that customers use to contact the organization. These include: checkout operators; sales staff; websites; and electronic media.

When these channels are effectively used, valuable information can be gathered from customers feedbacks and integrated in the decision making process that shapes the operational and marketing strategies of the firm (Business Studies, 2008, p.2). The face-to-face chat is one example of effective communications channels that offers swift feedback.

When an organization engages in face-to-face talk with their employees or clients, both parties involved give and receive swift feedback via facial expressions, gestures or remarks. This enables the business or customers to make rational choices about a business matter swiftly and effectively (Mack, 2011, p.3).

There are basically two broad methods of communication: formal and informal. The traditional methods of communication have been based on the official route. The formal communication channels are those that are officially approved by the employers and the agents of the workers. Staff appraisal interviews, quality circles and habitual staff meetings are some of the formal channels used by organizations.

Formal channels are used to relay instructions from senior staff to their junior counterparts under the Taylorian style. However, this style does not take into consideration that formal channels can as well be employed in a dual information flow.

Effective communication takes place when information moves up and down the hierarchy. A number of firms have thus developed this dual information path as they know the value of communication in inspiring workers to not only spot and solve problems, but also helping their organization remain focused (Business Studies, 2008, p.2).

All businesses have informal channels of communication that are not run by senior managers. Informal communication occurs at workplace when people chat, relay information and confer personal issues with their trusted colleagues.

Formal communication may be deterred or enhanced by informal channels. One major merit of using informal channels is that it transcends hierarchical layers. However, caution must be taken since formal communication may be altered when information is conveyed vial informal channels.

Types of messages

There are various types of messages used to engage and retain employees at workplace. These include nonverbal communication articles, nonverbal communication and grapevine communication. Thus it is vital that employees at trained on communication skills.

The employer can do this by providing classes an initiating a campaign to teach his staff in the workplace. Employees will be more productive when effective business communication strategies are adopted.

Also, nonverbal communication a key element in business since the correct message relies on how to transmit the massage without altering the facts when talking. Thus, all messages should be planned in such a manner that it is: interactive; instant; audience specific; bi-directional; and cost effective.

Characteristics of effective messages

The nature of communication strategies employed at workplace is as vital as the content of the message. As noted above, communication is a key aspect in any business. Thus, the message to be conveyed must be tactically developed so that it transmitted to the audience targeted.

This may call for altering the message to suit the workplace groups you are focused on. For example, a promotion with an attractive phrase or slogan can help relay the message. A comical promotion slogan, non-humorous art slogans or amusing catch phrase usually enhance memory retention about the message.

There are numerous types of nonverbal communication strategies that can be used to enhance communication at workplace. They can be employed for a number of programs such as: diversity in place of work; behavior modification program; corporate whistle blowing; staff engagement strategy; health and wellness programs for workers; and change management in organizations (Communication Mediums, n.d, p.2).

References

Business Studies. (2008). Effective Communication in the Workplace. Web.

Communication Mediums. (n.d). Types of Communication Medium that can be used for Employee Engagement and Retention. Web.

Mack, J. (2011). Importance of Effective Communication Channels. Web.

Wertheim, EG. (2008). The Importance of Effective Communication. Web.

American health care organizations face unique challenges presented by crises and conflicts that pose risk to the attainment of the organizations goals (Borkowski, 2011). Conflicts arise out of stressful and emotional encounters and form a natural part of relationships. Conflicts are necessary for organizational growth depending on their management.

In hospitals, the unexpected is always arising and personnel are always dealing with life-and-death issues that require most immediate actions and there are no provisions second trials. Health care organizations are social systems that involve people interacting with each other to preserve the health and personal integrity of patients.

Damaging crises may befall hospitals at any time. Disasters like staff-related disgrace immediately put the specific hospital on the limelight. Crisis communication determines the impact of the crisis on a health care organization.

Crisis communication and response have a large significance in restoring the organizations status and their effectiveness depends on skills of the crisis communicators and their understanding of crisis management (Braun, Wlneman, Finn, Barbera, Schmaltz, & Loeb, 2006). The healthcare system is of particular concern when it comes to the concept of crisis communication because the lives of people are at stake.

In every case, crisis in health care organizations affects the physical, emotional or privacy aspects of an individuals life. This paper offers an in depth exploration of crisis communication and conflict management in health care organizations and adds a risk management aspect to the discussion.

Crisis Communication

No single professional group is consistently responsible for the hospitals preparedness to handle crises. It becomes problematic for community groups to define the suitable hospital contact. Crisis communication protocols deliver reliable communications and thwart concerned persons efforts of seeking care unnecessarily (Braun, Wlneman, Finn, Barbera, Schmaltz, & Loeb, 2006).

Halbesleben, Cox and Hall (2011) report that open communications in hospital settings show up inform of personnel speaking up and alerting others through sharing of pertinent issues usually referred to as red flags. When raised, red flags create alertness for every personnel on possible delays or other implication caused by the red flag.

Therefore, conflicts that may arise out of the misunderstanding that may ensue are limited. Miscommunication in hospital settings like theatre wards result to silo-effect working behavior for team members. In such cases, staffs fail to pass critical patient information to other staff by choosing to stay mum.

Overall, miscommunication leads to a higher probability of patient mishandling and contributes to patient crisis reports. Silo-effect mainly arises out of a lack of trust and communication among team members in the hospital or health facility (Halbesleben, Cox, & Hall, 2011).

In crisis communication approach, the communicators of the risk are supposed to use every device to move their audiences to take appropriate action (Lundgren & McMakin, 2009). In the case of a flood, messages from the communicators should cause the audience to vacate to higher ground and refrain from becoming obstacles to the work of rescue groups.

Crisis communication must be limited to the relevant information causing action and anything else is extraneous. Hospitals and health care institutions know what is best for their patients therefore; their crisis communicators should affirm the impression in their audience.

People are likely to respond when they only know the why reason of moving rather than the how and what reasons of moving (Lundgren & McMakin, 2009).

For an effective crisis communication, health care institutions adapt the following steps for developing messages involving infectious diseases crisis or other public health issues (Lundgren & McMakin, 2009): a description of the audiences reachable, which encompasses their relationship with to the crisis, as based on risk communication principles.

Secondly, the purpose of the message is articulated and finally the message delivery mechanism is noted, it include either the media or internet among others (Lundgren & McMakin, 2009).

When including the media in the crisis message delivery, a thematic explanation of the crisis comes out strongly than an episodic one. News media favors positioning the organization as the center of a crisis in causing it or acting on it. The media scrutinizes the organizations systems, policies and environments in relation to the cause of the crisis and its management.

Focus on individuals usually forms an insignificant part for news media such as focusing on an employee or other individuals like the CEO. Therefore, crisis communication managers of relevant health care organizations involved in the crisis take a special notice on how the media is likely to frame the issue (An, Gower, & Cho, 2011).

For crisis occurring inside health care organizations such as patient mishandling accusations, the media assigns blame for individual employees to the whole organizations responsibility unless, it is the top management who are responsible for the crisis. Crisis communicators need to factor in the media interpretation of their messages to benefit from a proper relaying by the news media (An, Gower, & Cho, 2011).

During crisis communication of a preventable crisis, health care organizations are likely to apportion blame on individuals to distract public attention from the root of the problem such as the organizational systems (An, Gower, & Cho, 2011). People assume a high level of controllability and intentionality for preventable crises and think that organizations should control or prevent them.

Therefore, despite a scapegoat approach by organizations to allocate blame to individuals, overall public opinion is for the organization to demonstrate a high degree of ethics and responsible behavior (An, Gower, & Cho, 2011).

Health care organization executives need to have a grasp of the structures and procedures that are present in their organization for managing crisis communication. They should be conversant with all crisis teams, internal and external crisis communication protocols and the compilation of emergency plans (Faustenhammer & Gossler, 2011).

During a crisis management, it is fundamental to ensure safety and survival of victims. In this stage, communication should be about explaining events in logical manners to shocked victims or employees immediately after the incident as it can yield negative results (Faustenhammer & Gossler, 2011).

Conflict Management

Conflicts arise out of stressful and emotional encounters and form a natural part of relationships. Conflicts are necessary for personal growth and organizational growth. In health care environments, individuals satisfied with the status quo who are opposed to new ideas and other people start conflicts (Harris & Roussel, 2010).

Effects of unresolved conflicts include, reduced productivity rates, increase in health care costs, lowering of staffs and patient morale and self-esteem, apathy increase, inappropriate responses and violence in extreme cases. Failure to manage conflict arises from passive behaviors, ineffective communication skills, apathy and pretending that the conflict is nonexistent or not worth solving. (Harris & Roussel, 2010)

Conflict needs proper management to protect health care safety and quality, Leadership group conflict in health care organization arises in accountabilities, policies, practices and procedures (Joint Commision Resources, 2009).

To manage conflicts individuals require skills necessary for organizational implementation of conflict management. Management of conflicts is possible without resolve of the conflicts. Conflict management aims at reducing the adverse effect of patient care and safety caused by conflict in the health care organization (Joint Commision Resources, 2009).

Executives of health care organizations face high levels of organizational conflict (Taylor & Taylor, 1994). Their management of conflict determines the realization of beneficial or destructive effects of conflicts on the organization and the people involved.

The organization structure of healthcare makes it difficult to measure organizational effectiveness by outcomes and this presents plenty of room for arguing on the right thing to do and how to do it (Taylor & Taylor, 1994).

In hospitals, the unexpected is always arising and personnel are always dealing with life-and-death issues that require most immediate actions and there are no second trials. These factors combine and intensify to create a built-in sense of rage or a constant management of crisis (Taylor & Taylor, 1994).

An effective conflict management begins with a diagnosis to determine if the conflict manifestation is real. Diagnosis determines the level of operation and the type of conflict. There are three types of health organization conflicts. First, there is goal conflict occurring when the desired states and outcomes for different parties are incompatible.

Secondly, there is cognitive conflict occurring when ideas or opinions are not compatible due to misunderstandings. For example, nurses thinking pharmacist are slow at providing prescriptions while the pharmacist seeing nurses as mistaken in their recommendations.

Lastly, affective conflict happens when feelings and emotions do not match up. These conflicts while appearing to be between persons are indeed real organizational conflicts because the individuals represent units and levels in contest over resources (Taylor & Taylor, 1994).

Dealing with conflicts requires that identification happen on the two dimensions: concern for self and concern for others. Concern for self depends on the assertiveness of the person in pursuing personal goals; on the other hand, concern for others depends on the person cooperativeness. Avoidance is an unassertive and uncooperative behavior used to stay out of conflicts or ignore disagreements by remaining neutral.

This conflict resolve method is incomplete and leaves a residue of feelings that are sure to impact future conflicts. Another conflict resolve method is forcing, which is an assertive and uncooperative reflection of win-lose attitude. This method assists individuals to achieve their goals but regular use breeds fear and hatred.

Thirdly, accommodating is a cooperative but unassertive method often referred to as lose-win strategy. Collaborating is a highly cooperative and assertive win-win method. Collaborating managers see conflicts as natural and leading creative solutions, when handled properly. Compromising is an intermediate cooperative and assertive method with a give and take approach (Taylor & Taylor, 1994).

Risk Management, Experience and Training

Health care organizations seek ways to identify and reduce risks threatening their existence (Caroll, 2009). Health care risk management began to emerge after the malpractice crisis of mid-1970s as hospitals and related entities faced a crisis characterized by a speedy rise in claims cost, insurance premiums and saw an exit of several medical professional liability insurers.

As a result, the American Society for Healthcare Risk Management (ASHRM) came into existence in 1980 (Caroll, 2009). Risk management on health care organization considers an unnumbered complex legal, regulatory, politics, business and financial risks facing the organizations.

Now risk management is moving to embrace more strategic orientations and professional risk managers are morphing into chief risk officers. Their new roles now demand a detail examination of their career factors such as higher education, business, financial and technical skills as risk management returns to the realm of patient safety (Caroll, 2009).

Risk management strategies are a mix of techniques aimed at preventing or reducing potential losses and preservation of the organizations assets. They encompass a set of written policies and procedures that promise uniformity and consistency of the program with greatly boosts communication between the affected parties and the program (Caroll, 2009).

Risk management professionals have to be very visible in the organization because they rely on feedback and cooperation from fellow organization members.to remain visible, they communicate, educate and raise consciousness to nurture an awareness of risk management (Caroll, 2009).

Risk professionals have to be insiders who get information of impeding crises and organizational conflicts early in the due diligence process, so that they effectively advice senior management on risk implications of new business arrangements. Risk implications are of high priority but executives who are not in agreement with risk management matters and specific indemnity requirements overlooked them (Caroll, 2009).

Conclusion

For health care organizations effectiveness in goal achievement, personnel ought to share a vision of what they are striving to achieve. There also needs to be ways to recognize and resolve conflicts before they escalate. Members of any organization need to have ways of keeping conflict to a minimum. Solving problems caused by conflict prevent major obstacles from affecting a health care organization.

Hospital preparedness to handle crisis, is not dependent on a sole discipline group. Hospitals need to a crisis communication protocol to manage effectively concerns and anxiety from crisis-affected persons.

References

An, S., Gower, K. K., and Cho, S. H. (2011). The level of responsibility and crisis response strategies of the media. Journal of Communication Management, 15(1), 70-83.

Borkowski, N. (2011). Organizational Behavior in Health Care (2nd ed.). Sadbury: Jones and Barlett Publishers.

Braun, B. I., Wlneman, N. V., Finn, N. L., Barbera, J. A., Schmaltz, S. P., and Loeb, J. M. (2006). Integrating Hospitals into Community Emergency Preparedness Planning. Annals of Internal Medicine, 144, 799-811.

Caroll, R. (Ed.). (2009). Risk Management Handbook for Health Care Organizations. San Francisco, CA: Jossey-Bass.

Faustenhammer, A., and Gossler, M. (2011). Preparing for the next crisis: what can organizations do to prepare managers for uncertain future? Business Strategy Series, 12(2), 51-55.

Halbesleben, J. R., Cox, K., and Hall, L. (2011). transfer of crew resource management training, a qualitative study of comminication and decision making in two intensive care units. Leadership in Health Services, 24(1), 19-28.

Harris, J. L., and Roussel, L. (2010). Initiating and sustaining the clinical nurse leader role: a practical guide. Sadbury MA: jones and Barlett Publishers.

Joint Commision Resources. (2009). Portable Accreditation Manual for Critical Access Hospitals 2009: Camcah. Oakbrook Terrace: Joint Commision Resources.

Lundgren, R. E., and McMakin, A. H. (2009). Risk communication: a handbook for communicating environmental, safety, and health risks (4th ed.). Hoboken, NJ: John Wiley and Sons.

Taylor, R. J., and Taylor, S. B. (1994). The AUPHA manual of health services management. Gaithersburg: Aspen Publishers, Inc.

Abstract

The following paper is an interview with a manager at a multinational retail firm. The interviewees official title is divisional vice president of human resources. The managerial climate of the firm at the time of the interview can be categorized as turbulent  senior management underwent a major shift the week before, and two days before the interview the CEO stepped down and a new CEO addressed the senior managers.

The firm itself loses money each quarter; the financial climate therefore remains uncertain, and many people fear lay-offs and downsizing.

Keywords: business communication, managerial communication, breakdown, strategies

Managerial Communication Breakdown

Introduction

The following paper includes elements from an interview with a senior manager at a multinational retail firm. The interviewees official title is divisional vice president of human resources. The managerial climate of the firm at the time of the interview can be categorized as turbulent and stressful; senior management underwent a major shift the week before, and two days before the interview the CEO stepped down and a new CEO addressed the senior managers at a breakfast meeting.

No warning occurred prior to the CEOs transition, and many senior managers experienced trepidation at the swiftness and secrecy surrounding the CEOs exit. The feeling in the company, according to the interviewee, was its a bad omen (E. Kurtz, personal communication, June 25, 2011). The firm itself loses money each quarter; the financial climate therefore remains uncertain, and many people fear lay-offs and downsizing.

Breakdowns in Internal Politics

As explained above, the current climate of the retail company is beset with anxiety. According to the interviewee, everyone is afraid. No one knows what is going on, since in recent weeks the C-suite has been like a revolving door. Weve had hires and fires going on at a blistering pace, and since just about everyone in senior management is now new, the ones who didnt leave in the first round are wondering when the axe will fall on them.

Communication wise this has created an atmosphere of mistrust; the internal politics can be summed up in three words: Trust no one. I also have the feeling that everyone is updating their resume and looking for a new job  theres a real sense that the rats are fleeing the Titanic.

As a result no one is really focusing on the work at hand, which is to pull the company out of the lions mouth. Communication about the business itself is almost an afterthought. Everybody is just trying to find out whats going on and if they will have a job next week (E. Kurtz, personal communication, June 25, 2011).

The dearth of trust in the organization described herein speaks to what Casey, Miller & Johnson (1997) call information deprivation& information deprivation will motivate survivors to engage in strategic information-seeking behaviors.

Survivors may seek to confirm rumors that the downsizing is only the first in a series of RIFs or ascertain if the organization is stable with a leaner staff. Information-seeking strategies are deliberate, conscious efforts to obtain information that vary in accordance to their overtness and the degree of specificity of desired information (Casey, Miller & Johnson 1997).

According to the interviewee an effective strategy in recent days has been active listening. I find that if I spend the first few minutes of the meeting listening to the fears and anxieties from my team, they settle down instantly and we return to our effective work mode.

In my experience when managers ignore the anxieties of their team it just doesnt work; yes, these are irrational fears and nobody knows what will happen, however the simple act of listening in a thoughtful way without judgment seems to focus my team instantly (E. Kurtz, personal communication, June 25, 2011).

Breakdowns in Decision Making

According to Winter, Neal & Waner (2001), poor communication skills can bias group decision making (Winter, Neal & Waner 2001). In the experience of the interviewee, decision making in the organization suffers at the present time simply because of impatience. We just got a new CEO, yet everyone wants to know now what is happening now. The poor guy hasnt even sat at his own desk yet.

Decision making is rife with speculation and prediction  all the arm chair quarterbacks are out in full force trying to predict the new guys play  and I find that very few decisions have been made, aside from the major decision to exit the old CEO and bring in the new one (E. Kurtz, personal communication, June 25, 2011).

The strategy that the interviewee employed at the time of the interview is avoiding groupthink. When we are in a strategy meeting, I do not allow any speculation as to the current CEOs plan.

Groupthink derails decision making almost instantly, and all it takes is one person to make some remark about what the CEO did in his previous role  how many people he fired, usually  and the whole team dissolves into panic mode. I steer us back to the task at hand  whatever decision needs to be made in the next hour  and I tend to be a firm taskmaster.

The strategy that works best for me is to not verbally engage the groupthink in any way; I simply restate the task, and lead the group back to the fold (E. Kurtz, personal communication, June 25, 2011).

Breakdowns in Leadership

According to Winter, Neal & Waner (2001), the more realistic the task, the more likely it is that the emergent leader will be from either sex&however, where participants have less stake in the outcome, men are slightly more likely to emerge as leaders.

Women take the leadership role more often in social situations, and men participate more and act as leader more often in task situations&even when a woman had taken the leadership role and performed most of the leadership tasks, if a man had contributed significantly, he was perceived as the leader (Winter, Neal & Waner 2001).

In the current climate of the organization, leadership styles differ significantly, and according to the interviewee, some leaders deploy a masculine or authoritative style that really isnt flying for us at the moment. The old CEO had a tendency toward public rebuking of his direct reports. Im not saying thats why he left, but that had an effect on people, you know?

Telling someone they suck in public does not win hearts and minds. I think to his credit he felt like that tactic would motivate guys to make sure they did a better job, however in our case it backfired. No one felt safe to communicate for fear of being stripped naked in front of peers (E. Kurtz, personal communication, June 25, 2011).

The communication strategy that the interviewee uses to handle performance issues among the members of her team is personal and private. I take the individual aside and I make sure no one witnesses me doing this.

Then I explain to him or her that we are going to place him on a performance plan, if we are, or if I need to find out why certain tasks arent getting done, I ask the question one to one and then work with the team member to facilitate the task (E. Kurtz, personal communication, June 25, 2011).

References

Casey, M.K., Miller, V.D. & Johnson, J.R. (1997). Survivors information seeking following a reduction in workforce. Communication Research, 24, (6), 755-777.

Kurtz, E. (2011, June 25). Personal communication.

Winter, J.K., Neal, J.C. & Waner, K. K. (2001). How male, female, and mixed-gender groups regard interaction and leadership differences in the business communication course. Business Communication Quarterly, 64 (3), 43-59.

Executive Summary

This Plan details the promotion and marketing strategies to be used by Billabong Company which is a market leader in the sale of garments to surfers. Despite its immense success, the company sales have been declining due to increased competition and the perception that the companys products are old and un-fashionable.

In light of these predicaments, the company intends to launch a new campaign that will increase sales and change the consumers perceptions. The main target market includes surfers and the beachgoers. The target market age group ranges from sixteen to mid twenties.

This campaign intends to increase the company sales, change the consumer perceptions about their products, expand the target market to include beachgoers, increase the market share by 30%, enable the company become the leading brand among surfers and to increase traffic in the companys website.

The promotion and advertising tactics include SLSA Design Competition, runway show, re-launch of the companys website and 12 months summer competition. The campaign events will be advertised through posters, online advertising, sending direct mail to participants, public relations activities and through radio advertising.

A three stage process will be used to evaluate the performance of the campaign, these include, the pre-test evaluation, post-test evaluation and measuring the effectiveness of the campaign. The bottom up method will be used to determine the campaign budget.

Campaign Evaluation

Billabong advertising and promotion strategies will be evaluated through the following methods.

Pre-Test Evaluations

Screening of advertising and promotional messages

All advertising and promotions messages will be checked and re-read several times by the whole group. Errors and ambiguity will be corrected. The language used will also be evaluated to determine its complexity, meanings and impact (Waller 2012).

Interview with target audience

Interviews with the target audience will be carried out. During these interviews, the audience will be asked to interpret what different images and messages portray to them. Based on their response, corrections to advertisements and promotional pictures will be done.

Focus group

A focus group comprising of the target audience, billabong management team and the marketing team will be formed. The members will be asked questions regarding their perceptions, attitudes and opinions towards the different campaign images, posters and messages. Based on their response, the messages will be corrected and rephrased.

Post-Test Campaigns

After conducting the campaign, a number of evaluations will be carried to ascertain the customers change in perceptions. The principle aim will be to determine the perception shift so that the company is viewed as setting new fashion trends in the industry. The following strategies will be used.

Checking the customer feedback

The feedback and discussions on the companys website and the social media will be used to determine the perception that customers have after promotions and campaigns.

Focus groups

Focus groups comprising of a group of 30 people drawn from target market will be interviewed. Pertinent questions to test customers perceptions and attitudes will be asked and their responses will determine the successfulness of their campaigns (Belch & Belch 2012).

Measuring Effectiveness

The campaign effectiveness will be evaluated by checking whether the objectives of the campaign are met. These will be evaluated as follows.

Monitoring the sales record: The sales record will be monitored on a monthly basis. If the IMC plan is effective, the sales should increase as per the set targets.

Internet traffic: The traffic in Billabong website and social media pages will be monitored to ensure that it increases by about 40%.

Monitoring consumer feedback information: The image created by the company will be evaluated based on the feedback information in the social media site and the companys website.

References

Belch, G & Belch, M 2012, Advertising and Promotion: an Integrated Marketing Communications Perspective, 9th edn, McGraw-Hill/Irwin: New York.

Waller, D 2012, Developing Your Integrated Marketing Communication Plan, 1st edn, McGraw-Hill Book Company Australia, Sydney.

Introduction

Integrated Marketing Communication Mix (IMC) is considered as one of the major aspects of communication development over the last two decades. Since its inception, majority of the organizations have considered the technology to be source of key competitive advantages within marketing.

The idea has led to mass marketing where marketers are capable of reaching multiple target audiences at the same time. This led to the creation of retail selling system in the 20^th century. IMC has enabled consumers to gain more information concerning specific products within the market (Lindgreen and Finn, 2005).

The promotional function in most companies was previously based on mass-media advertising. There used to be heavy reliance on advertising agencies in the aspects of marketing communication. Public relations on the other hand was used in the management of organizations publicity and image but were not considered as integral participants within the marketing communication processes.

These functions built barriers which hindered effective marketing and promotional functions since they were managed as separate entities. However, there was growing need of broader marketing communication tools and more strategic integration of the various promotional tools. This led to the formation of IMC which incorporated coordination of the various promotional elements as well as other marketing activities capable of reaching the intended consumers (Fill, 2009).

The kind of communication strategy applied in the market leads to increased productivity. The integrated communication system enables instant sharing of information. Apple and Dell products enable efficient sharing of information based on computer applications. This ultimately reduces total costs and time required in the process of searching and delivery of goods to consumers.

Mobility is enhanced since there are sufficient communication access points and remote users are enabled to directly access security-enhanced points without any difficulties. The laptops are enhanced with appropriate operating systems and necessary Microsoft services which enables easy business partnerships between organizations. Protection of vital information from various companies is enhanced through servers and data centres. (Holbrook, 2003, pp. 45-61).

Dell Manufacturers IMC

Dell Inc. is one of the top manufacturers of laptops and personal computers. The company is known to apply customer centric business model which enables effective customer service operations. This makes Dell to be considered top company within the Computer Industry especially in the sale of Personal Computers.

The company uses strategic and available information systems to position itself as number one retailer of PCs in the global market. Dell is considered technically versed based on their wide range of IT and network solution services. Their computer services provide satisfaction to various customer needs in every market segment from home to corporate storage servers.

Majority of laptops and computers from Dell provide individual workstations for companies making it possible accomplishment of various tasks based on forms of communication. The company offers through their laptops, affordable infrastructure solutions example being provision of Intel based servers. Dell products outstand in the market despite the available competition since they implement the use of customer direct business strategy.

Dell is recognized as technologically oriented company with most of its core processes operated electronically through e-shops. Theres heavy reliance on online services and web-based communication links. E-marketing services provides Dell with integrated means of reaching consumers and ultimately grants easy means of projecting current and future customer needs and wants within the wider global market (Johnson et al, 2008, 51-59).

Dell offers its consumers the benefit of logging into their website and also calling toll free for the purposes of customizing computers of their own choice.

Also it performs extra services by shipping the goods directly to customers. There are possibilities of customers to price and configure the systems before placing an order and at the same time capable of tracking the manufacturing process until the product reaches the final stage of being transported to respective destinations.

The company designs one product at a time ensuring maintenance of high quality standards and directly selling to customers. Such strategy has enabled the company to reinforce personal relationship with consumers hence effecting efficient solutions towards consumer needs.

The company realizes its competitive advantage based on the business model of bypassing the middleman. Dell saves time and money by excluding retailers within their supply chain and at the same time gets primary information direct from customers. They save on manufacturing many computers which would otherwise demand personal customization aspect.

There is immense ability of utilizing available technology and quick incorporation into the market system. Their production strategy allows for quick implementation of available technology through simple replacement of the current hardware within the customization phase.

Contrary to other competitors the Company has the capability of providing real time adjustments within the industry. Other companies like Apple Inc. has no such capability of quick implementation of technology since most of their computers, with older technology, stay stocked for longer time within the retail stores.

Dells direct business strategy enables efficiency in customer information which assists them in identifying preferable technology. The internal management team is capable of accessing vital information necessary for the analysis of current market trends. The use of direct phone calls as applied by the company ensures direct satisfaction of customer needs, their use of online website contributed towards their success in the international market.

All its market strategies have been centered on internet efficiencies. The company ensures that their website is run by their own products contrary to some companies that sell network devices like Apple Inc. which do not use their own products to run online businesses (Piercy, N 2009).

Utilization of the internet in marketing has enabled Dell to realize various efficiencies related to the internet. At the same time they are capable of selling their products and services without any regional barriers.

Some of the efficiencies related to the internet include; procurement, customer related services and management issues. There is capability of sharing product related information such as quality and at the same time provide necessary inventory and industry leading support systems to customers (Flint et al. 2002).

Apple Inc.

The company manufactures a host of digital products and computers. The company is also involved in providing software services, networking solutions and computer peripherals. Apple Inc. markets its products through many channels such as well-developed online stores, retail stores as well as third-party wholesalers contrary to Dell Company which utilizes more of one distribution.

The companys commitment is focused in providing consumers with best personal computing, mobile communication network as well as provision of portable digital entertainment devices. Their business strategy revolves around designing of unique operating system, hardware, software capable of providing customers with new solutions. Their products are characterized by ease-of-use and seamless integration based on superior innovative designs.

Within their marketing strategy, the company utilizes experienced and knowledgeable salespersons. Such people are used for the purposes of conveying the companys value based on its products and services to customers. They use retail and online stores to directly reach the consumers.

In order to boost its third-party reseller concept, the company places employees strategically at specified locations to enable provision of superior customer services. They believe in delivering efficiency through direct contact with customers. The stores together with the products are designed in a manner capable of simplifying the process of marketing the products and finding necessary solutions (Flint et al. 2002).

Apple Inc. strategies on satisfying the needs of their respective customers focus on improvement of available technology. Most of the potential customers have varied satisfaction levels and needs depending on the solutions required. Consumers normally demand satisfaction based on their preferences making laptop manufacturing companies to apply more innovative techniques.

Within the computer industry different segments carry varied weights based on the kind of communication required hence requires an upgraded IMC. Both Apple and Dell apply almost the same differentiation methods in order to reach their targeted customers. One of the major strategies involves fine-tuning the elements of respective marketing mix capable of selling computer products and services (Fifield, 2007).

Apple bases the volume of their laptop sales on customer value which is linked to the nature of operating system and microprocessor. Previously Apples laptops and iPods dominated the market owing to their portability nature and capability to enable digital player system. Inclusion of the device contributed towards Apples Inc. command of up to 75% of the US market within the last couple of years.

However, the company got equal competition with the launch of similar device from Microsoft. The device known as Zune commanded good percentage of the market compared to Apples computers in terms of features and pricing. This led to reduction in the pricing of Apples products.

Apple Inc. uses its value proposition to command the required customer base. This is since they are capable of identifying most attractive market segments more easily. The competition within the market is attributed to the companys simplicity on integrating vendors and appropriate systems.

Such a strategy appears unique to other competitors such as Dell. Apple computers are capable of running on windows platform enabling easier application of many programs hence source of convenience to customers. Apples business model differs from other competitors within the market making it possible for them to attain high profit margins.

Major differences are noted in the organized supply chain and variety of product lines the company operates, from the sale of applications to upgrade on accessories. However, there is need to focus in the manufacture of third and fourth generation software systems (Ahmed and Rafiq, 2002).

Positioning of brand image within the market forms a good basis for Apple Inc. progress within the market. This has contributed to Apple being considered by consumers as sole leaders in laptop and other computer accessories manufacture. Their system utilizes modern technology and applies available resources in gaining customer base which assists in building the companys brand name.

The company has supplied the market majorly through various retail stores with high quality computer hardware and software products. The nature of their working environment enhances their chances of being trusted by consumers. This can be revealed from the benefits accorded to all employees based on individual performances.

Public relation is one of the vital components of communication mix utilized by the company, and this has ensured that their relationship with consumers is solidified at tertiary level. However, the strength of such relationships lies in the nature of products provided within the market and superiority of their customer services over that of the competitors. Innovative abilities play an important role in granting competitive advantage within the computer industry (Johnson et al, 2008, 51-59).

The focus is on providing efficient products and services to individuals, corporate bodies and organizations. Both companies products can easily be differentiated owing to the brand name appearing not only on the package material but also on the computers and their accessories. This enables assurance and trust on the side of customers who ultimately turn to be loyal clients (Ahmed and Rafiq, 2002).

The value portrayed by these manufacturing companies is examined from the customer centric view based on the nature of market segment served. Consumers are usually attracted towards products based on specific attributes and values. The nature of pricing determines the kind of value attached towards particular consumers.

High pricing is an indication of greater benefits obtained from the products and their accessories. Third-party systems from Apple Inc. provide customers with more useful ways of effective communication and computer operation systems (Barnes et al, 2009).

Enough resources are allocated to marketing related activities since the sector forms the core driver of the companys operations. Such marketing integration incorporates the use of public relations and advertising programs through media. The company performs lots of marketing research for the purposes of ensuring efficient provision of products and good relations between the company and the market. Apple uses media advertising to draw public attention towards uniqueness and quality of their products (Hoopla media, 2008).

The company basically utilizes magazines, newspapers and internet in providing detailed profile of their company including product and service portfolios. However, both Apple Inc. and Dell do not spend much in media advertising owing to expenses involved despite the concepts ability to command significant percentage of the market share.

Display of the various products and services is done within the chain stores enabling extensive attraction of public interest. As discussed, Apple Inc. establishes their stores within the crowded streets (Kotler et al, 2009). Such strategy is efficiently utilized in the process of product launch and at the same time is used in giving product information.

Both companies use several promotional tools for the purposes of creating public awareness concerning their new inventions; Apple Inc. applies this method quite often. Normally, most companies use press release where products are publicized through media art and statement.

This is also done through internet by utilizing the companys websites. Such methods are necessary within the computer industry since they ensure quick understanding and acceptance of the various products supplied (PR Ideas, 2006). The nature of the brand positioning Apple Inc. enjoys within the market assist in commanding good percentage of consumer base.

Strong brand has contributed positively towards profit margin since the organizations value revolves around the nature of its image perception amongst consumers. Stronger brands have the capability of steering the organization towards greater achievements. The marketing team utilizes public relations in conveying companys image amongst consumers.

Image brand of the company has been realigned with the companys core values and consumer preferences. Positioning of Apples Inc. image within the various market segments ensures that consumer minds are captured with the sleek nature of its products. The strength of brand equity is determined by appropriate incorporation of marketing communication tools.

The brand quality of Apple and Dell should incorporate an element of simplicity to enable easy understanding amongst consumers. Such ensures easy penetration of the various products within the international market. Third-party endorsement is used by Apple for the purposes of gaining favor and trust with majority of the consumers. This is since there is belief amongst consumers that such products contain verified positive details.

The concept demands less expenses compared to other components of integrated communication mix. The idea ensures full details concerning Apple Inc. products are revealed to the consumers. This has enabled Apple to win back former customers with majority of the consumers revealing that they do not always have confidence in most of the advertisement message until they prove practically quality of the intended products unless endorsed by third party (Driscoll, 2010).

The use of third-party salespeople ensures that the companys image is maintained through the media. The independence of third-party endorsers also reinforces consumer confidence since the question on companys credibility can better be explained by superior authorities within the market. The concept has engineered completion of transaction processes within the market enhancing provision of complete information (Dean and Biswas, 2001).

On the other hand Dells use of public relations enhances their marketing techniques, hence utilized in the upgrading quality and speed of their search engines within the internet. This has enabled improvement in the sale of their products since the current generation is internet oriented.

Integration of marketing communication within organizations business models enables efficiency in performing strategic tasks (Harris 1998). Marketing communication process involves application of public relations in connecting consumers with the various products and services. Such applications involves use of convincing powers capable of ensuring that consumers have deeper understanding on the nature of products and services provided.

Within its application several marketing tools are incorporated which include; mobile marketing, events and media. Public relations presents as one of the most valuable marketing tool with the capability of impacting consumer responses towards products sold in the marketplace. However, appropriate application of marketing communication tools within the market requires intensive training on the side of marketers so as to avoid fraudulent cases, such as photocopying company products by fake organizations (Dubois et al, 2007).

Conclusion

Apple Inc. appears strong in the market since their use of public relations in advertisement overlooks consumer perceived knowledge about the products. The company breaks the prior notion concerning products which is majorly based on perceptions. The level of quality within products can best be expressed through communication.

This is since the link between consumers and product manufacturers can only be reinforced through information (Duncan 1997). However, advertisement and promotional activities should be considered as crucial part of marketing communication tools capable of reinforcing organizations brand name.

Publication of company products can be done through various options which include mass media channels and internet. However, launching of new innovations should be done in the open media for the purposes of consumer exposure to the products.

Reference List

Ahmed, K. & Rafiq, M. 2002, Internal Marketing tools and concepts for customer Focused management, Heinemann Elsevier, London

Barnes, C., Blake, H. & Pinder, D. 2009, Creating & Delivering your Value Proposition, Kogan Publishers, London

Dean, D. & Biswas, A. 2001, Third-Party Organization Endorsement of Products: An Advertising Cue Affecting Consumer Pre-purchase Evaluation of Goods and Services, Journal of Advertising, Vol. 30, no. 1, pp. 41-57

Driscoll, M. 2009, Public Relations and advertising. Web.

Dubois, P., Jolibert, A. & Muhlbacher, H. 2007, Marketing Management a Value Creation Process, Macmillan publishers, London.

Duncan, T. 1997, Integrated marketing communication, Academy of Marketing, Johannesburg.

Fifield, P. 2007, Marketing Strategy: The Difference between Marketing and Markets, (3rd Ed), Heinemann Publishers, London.

Fill, C. 2009, Marketing communications: Interactivity, Communications and Content, 5th edition, FT prentice Hall, Italy.

Flint, D., Woodruff, R. & Fisher, G. 2002, Exploring the phenomenon of Customers desired value change in a business-to-business context, Journal of Marketing, vol. 66 no. 4, pp 102-17.

Harris, T. 1998, Value-added public relations, the secret weapon of integrated Marketing, NTC Business, Lincolnwood.

Holbrook, M. 2003, Customer value and auto-ethnography: subjective personal Introspection and the meanings of a photograph collection, Journal of Business Research, vol. 58, pp 45  61.

Johnson, M., Christensen, C. & Kagermann, H. 2008, Reinventing your Business Model, Harvard Business Review, Vol. 12, no. 2, pp. 51-59.

Kotler, P., Keller, K., Brady, M., Goodman, H., & Hansen, T. 2009. Marketing Management, Prentice Hall, London.

Lindgreen, A. & Finn, W. 2005, Value in business markets: What do we know?

Introduction

Although the telecommunications industry is growing, it is also fiercely competitive. Before competition ruled the market, telecommunications service providers paid very little attention to customers needs. Today, however, customers have become more educated and more demanding as well.

In a global economy increasingly characterized by service industries shaped by technology, customers are impatient for services customized to their individual needs and expect them to be offered at lower prices with each new rollout. Customer centered marketing, once a differentiation tactic for the telecommunications providers, has become a survival strategy (Strouse 2004, p. 4).

Due to the fierce competition that is prevalent in todays telecommunications industry, many firms in the industry are forced to spend a lot of time planning how best to market products and services.

This paper examines some of the strategies that have been used by competing firms to increase visibility and grow profits. Specifically, the paper will focus on how marketing communications can help to support and maintain brands.

Integrated Marketing Communications

Integrated Marketing Communications (IMC) is a marketing approach in which a firm brings different marketing modes together in a unified operation.

Although the implementation of IMC may be quite demanding, this is nothing when compared to the expected returns. Generally, IMC helps to successfully move customers through the various stages of their buying process and increases profits through increased effectiveness.

By using IMC effectively, it is possible for a firm to maintain its brand, consolidate its image, and bond a customer for life. The use of a unified message often leads to a greater impact than separate messages.

At another level, research suggests that images shared across advertising and direct mail campaigns boost advertising awareness and, simultaneously, increase response to the mailshot (Smith et al. 1999).

IMC can also boost sales by stretching messages across both communication tools and business functions to create more awareness for customers to become aroused and, ultimately, buy a product or a service on a repeat basis.

Carefully linked messages help buyers by providing them with timely reminders, relevant information and, where necessary, special offers which move them more comfortably through the stages of their buying process, reducing the misery of choice in a complex and busy world.

Using IMC also increases the reliability of any marketing strategy and helps to clear any doubts in the mind of the consumer regarding the firms brand. Little effort is therefore spent by the consumer when making brand comparisons. When IMC is used, there is also the possibility of saving costs since some aspects of the marketing communication may be shared by different modes.

The firm can also reduce extra charges by using a single agent. But even with several agencies, time can also be saved in meetings, whether strategic, tactical or just briefings, which bring all the disciplines together.

As well as fusing bright minds into synergistic sparks, multi disciplinary meetings reduce repetition which in turn reduces workloads and subsequent stress levels. Lastly, the internal benefits of integrated marketing communications should not be forgotten.

Integration can continue beyond communications to all the other elements of the marketing mix decisions such as product decisions, price decisions, and place decisions, so that the customer is presented with a complete, comprehensive and consistent pattern. In turn, the marketing mix decisions will be better integrated with the other business functions (Smith et al. 1999).

Disintegrated communications, on the other hand, send disjointed messages which dilute message impact and sometimes confuse, frustrate and arguably arouse anxiety in some customers. In contrast, integrated communications present a reasoned sense of order. Customer relations are also reinforced by the use of regular images and messages that are relevant and useful.

Situational Analysis

A situational analysis is usually carried out to gain an understanding of the operational environment. Activities may include undertaking strengths, weaknesses, opportunities, and threats (SWOT), Political, Economic, Social, Technological, Environmental, and Legal (PESTEL) analysis or Porters five forces model of competitive structure.

SWOT Analysis

SWOT analysis for a firm in the telecommunications industry may include a number of strengths, weaknesses, opportunities, and threats. The SWOT analysis is best represented by figure 1.

Figure 1: SWOT Matrix (Sahaf 2008, p. 31)

It is obvious that for any firm to make the best use of its capabilities and market position it would attempt to maximize its strengths and opportunities and minimize its weaknesses and threats, SWOT analysis as demonstrated by figure 1 can offer four conceptually distinct alternate segments to the firm. These alternative segments are:

1. Maximize-maximize (SO),
2. Minimize-maximize (WO),
3. Maximize-minimize (ST), and
4. Minimize-minimize (WT)

PESTEL Analysis

This covers an analysis of current and potential influences from political pressures. Changes in laws and regulations as well as a countrys political conditions must also be examined thoroughly. Economically, it is also important to consider both local and global issues such as declines. Socially, a firm may need to analyze how different changes in the society will affect the market condition.

Technologically, it is necessary to consider how the emergence of new technology in the industry will affect the firms performance. Legal issues are concerned with the effect of both national and world legislation. Finally, an environmental analysis will focus on local, national, and world environmental issues. This is demonstrated by figure 2.

Figure 2: The environment facing the marketing manager (Sahaf 2008, p. 35)

The external environment that consists of forces from economic, technological, legal-political, competitive, and socio-cultural has far reaching implications on the working and performance of the organization. The study of the environment is thus a prerequisite for the success of any strategy.

Porters Five Forces Model of Competitive Structure

This is a useful framework for analyzing the nature and identity of competition in a given industry (Sahaf 2008, p. 62). To determine the state of the competition in a market, Porter argued that managers need to identify the structure of the market in terms of five basic competitive forces. These forces are shown in figure 2.

Figure 3: Porters Five Forces of Competition (Sahaf 2008, p. 63)

These forces not only have a greater impact on the profit potential, but also on the relative market power of competitors in an industry. The study of these forces would help a marketer to determine the attractiveness of the industry and the prospects for earning a return on his investment.

Consumer Analysis

Under consumer analysis, the marketing managers should be concerned with issues of segmentation, targeting, positioning and analysis of the existing competition.

As can be seen from figure 2, the marketing microenvironment is composed of forces close to the company that affect its ability to serve customers, including company strengths and weaknesses, as well as company suppliers, and competitors. The macro environment is composed of the larger political, legal, economic, socio-cultural, and technological forces that influence the microenvironment.

To manage the growth and prosperity of a firm in a dynamic marketing environment, managers need to study such elements within the environment that can influence a firms response to the environmental opportunities and threats (Peattie & Peters 1978).

Since such forces have a direct influence, or an effect on the marketing efforts, managers need to assess the forces in order to match their firms and marketing environment. Environmental study enables the managers to identify, evaluate and respond to the environmental forces that may influence their marketing decisions.

Marketing Objectives and Marketing Communications Objectives

In coming up with marketing objectives and marketing communications objectives, it is necessary for the marketing manager to consider relevant factual data that was obtained during the situation analysis stage. He or she should interpret their meaning and consequences for the firms product line in terms of opportunities that were identified.

Goals should then be set in terms of what the firm wants to achieve during the current planning period. When coming up with the goals, it is important for the marketing manager to ensure that they are specific, measurable, realistic, achievable, and time bound.

The marketing manager needs to generate assumptions and projections about future conditions and trends with regard to the economy, technology, and socio-cultural and political aspects such as legislation and taxes (Dalgic 1998, p. 53). It is imperative for the marketing communications objectives to consider how the communications mix can be used to strengthen the firms brand and market position.

The Marketing Mix

The marketing mix is a blend of the four variables or strategy elements to fit the needs and preferences of a specific target market. Each strategy is a variable in the mix. A specific combination of these variables determines the success of the marketing efforts. The mix also consists of everything the firm can do to increase the demand for its products. The 4Ps are product, price, place, and promotion and are briefly explained as follows.

Product

Product refers to anything that is capable of or can be offered to satisfy a need or want. It is essential for the firm to have a clear description of the product in a social marketing campaign at different levels.

Price

Price refers to the amount the customer has to pay in order to acquire a product or service. It is often aimed at minimizing costs by maximizing incentives to reward desired behavior or to discourage undesirable behaviors. By offering prices that are competitive, the firm will be able to retain its customers for a very long time and attract new ones.

Place

Generally, place refers to the point of sale. Strategies related to the system or channel management need to be provided to ensure that they will be as convenient and pleasant as possible for the customer to engage in the targeted behavior and access related products and services.

Promotion

Promotion refers to all the activities undertaken to make the product or service known to and preferred among the user and trade. Information on product benefits and features, fair price and easy accessibility require effective and efficient communications to bring goods and services to the target audience and inspire action.

Marketers should resort to these tools to create, communicate, and deliver values for their targeted behaviors. Although the 4Ps can be thought of as being independent, they are not isolated and are used as determinants to influence the dependent variables; the behaviors of the target market. It is the synergy of the 4Ps that makes a truly social marketing campaign possible.

Implementation

A plan for monitoring and evaluating a social marketing campaign is needed before the final budget and implementation plans are made.

It needs to be referred back to the goals established for the campaign. Monitoring is a measurement conducted sometime after the launch of a new campaign, but before its completion. It is conducted to determine if midcourse corrections are needed to ensure that marketing goals are realized.

Recommendations and Conclusion

To survive in the present business environment that is often characterized by very stiff competition, it pays to spend time and plan effectively how the firms goods and services will reach the consumers. There is need for the firm to carry out a thorough situational analysis as well as a consumer analysis.

SWOT and PESTEL analysis are two approaches that may be used to assess the firms capability and to understand the operating environment. The marketing managers may also make use of Porters five forces model of competitive structure to understand the environment.

By gaining a good understanding of the operating environment and the existing competition, the firm will be in a better position to devise a plan that will help it realize its objectives. Eventually, the firm will be able to maintain its brand and strengthen its position in the market.

Reference List

Dalgic, T 1998, Dissemination of Market Orientation in Europe: A Conceptual and Historical Evaluation, International Marketing Review, 15 (1): 45  60.

Peattie, K & Peters, L 1997, The Marketing Mix in the Third of Computing, Marketing Intelligence & Planning, 15 (3): 142  50.

Sahaf, MA 2008, Strategic Marketing: Making Decisions for Strategic Advantage, PHI Learning Pvt. Limited, New Delhi.

Smith, PR, Pulford, A, Berry, C, & Smith, PR. 1999, Strategic Marketing Communications: New Ways to Build and Integrate Communications with Disk, Kogan Page Publishers, London.

Strouse, KG 2004, Customer-Centered Telecommunications Services Marketing, Artech House, Norwood, MA.

Executive Summary

The present paper provides an analysis of communication issues in STEP. The report is based on the data obtained during the interview with the companys employee, Nancy Watson. It has been found that communication in STEP is effective, but it is possible to improve it.

For instance, it is stated that motivation and persuasion techniques used can be reconsidered since it is possible to use more strategies. It is necessary to enact strategies of resolving conflicts which take place in STEP because of poor individual performance in teamwork. Finally, there exist certain language barriers which should be addressed to by providing language courses and cultural diversity trainings.

Introduction

Communication is one of the most important parts of humans life. Effective communication is also important for organization development. Admittedly, when people clearly understand the major objectives of their organization, know exactly their duties and responsibilities, the organization inevitably benefits.

The present report is based on the interview of an employee of an organization where communication is rather effective. Notably, the interviewee claims that teamwork plays a significant role in their work which is also beneficial for the organization. Nevertheless, there are several points to be improved in the organization under consideration.

Methodology

The interviewee is a young female (hereinafter referred to as Nancy Watson) who is working for a company selling various products. The company will be referred to as STEP. Nancy is working in the company for four years. She is a sociable person who is open and sincere.

These criteria are important for an interviewee, so Nancy fitted the best the present research. She was also eager to be interviewed.

As far as the interview techniques are concerned funnel question sequence was used. This is the most common sequence which is very effective and Nancy is the interviewee who knows the topic and feels free to talk about it (Witsel 119).

It goes without saying that in the beginning of the interview the objectives of the conversation were outlined and friendly atmosphere was set. Therefore, Nancy was responsive, precise and informative. Thus, the interview can be regarded as a valuable source of information about the communication issues in STEP.

Findings

There are about 250 employees in STEP and eight people in the branch where Nancy works. Nancy likes working there because she likes people working with her, the stability her work (i.e. company) provides, and possibility to communicate with different people (clients, partners, etc.) (Watson).

As for the cultural diversity in STEP, Nancy claims that there are employees pertaining to different cultures. Nonetheless, she notes that she does not face cultural difficulties stating: I am sort of open to everyone who comes in (Watson). She only points out that there exist certain problems concerning language barrier.

As far as motivation and persuasion techniques in STEP are concerned, employees have meetings twice a week. During these meetings they discuss their performances, their goals, possible issues, have teambuilding activities.

During these meeting product specialist gives presentations about new products. During these presentations visual aid like slides are used. Once in three month they have appraisals meeting with a manager where individual performances are discussed (Watson).

STEP employees have key performance indicadance and they also get bonuses when certain targets are achieved. Nancy believes that teamwork is crucial for achieving aims claiming that if everyone is willing to work together you can achieve more as part of a team (Watson).

Finally, Nancy notes that there are conflicts in their workplace. They usually take place when an employee lets down the team and another employee has to complete extra work.

Discussion

It is important to note that STEP management pays much attention to proper communication within the company. There are many meeting where employees can discuss the most important issues.

Cummings and Worley note that meeting are essential for effective communication in the organization since employees can share their ideas and get feedback from other employees or management (141).

These meeting are often useful in terms of persuasion and motivation. It goes without saying that motivation presupposes inspiring employees to exert effort, to commit to and persist of an organizations values or goals (Latham 4).It is possible to note that in STEP there are two major ways of motivation: discussion (discussion of individual performance) and fiscal award (bonuses).

Apart from motivation and persuasion STEP management also pays much attention to teamwork. Reportedly, teams are the best way to enact organizational strategy (West 9). Notably, employees of STEP (e.g. Nancy) understand the importance of working in teams and, therefore, try to complete their tasks in the best possible way.

It is also necessary to note that teamwork presupposes certain team agreements, sharing responsibilities and following certain instructions (Avery et al. 116). In STEP this is the weakest point in teamwork, since according to Nancy there are conflicts since sometimes employees do not act in the rightful way and let the entire team down.

Finally, it is important to point out that STEP is characterized by cultural diversity (there are employees of different cultural backgrounds) which is beneficial for the contemporary organization which has to compete in a globalized world (Witsel 91). Though, Nancy claims that she does not have any difficulties because of cultural differences, there are certain problems because of language barrier.

Conclusions

On balance, it is possible to state that communication in the company is quite effective. Employees understand the importance of teamwork. They share their ideas and get the feedback during numerous meetings. However, there are still certain points to be improved.

For instance, motivation techniques can be reconsidered. It is also necessary to enact certain strategies to resolve conflicts arising from teamwork. Finally, communication can be improved by removing language barriers.

Recommendations

As far as motivation is concerned Nancy stated that she likes that company provides stability and she also enjoys working in the existing workplace. These criteria should be used apart from fiscal rewarding and discussion.

Notably, stability and positive attitude towards colleagues are components of Maslows hierarchy of needs, so it is but natural to use these concepts when creating motivation strategies (Griffin and Moorhead 86).

As for conflicts they also should be addressed. In the first place, it is essential to implement analytical approach to the conflict solving (Mitchell 245). If an employee lets down the team it is essential to put mere accusations aside and discuss the reasons why it happened.

Here it is possible to use DESC Script technique which is based on the following concepts: describe, express, specify, consequences (Thompson 296). Thus, it is essential to analyze the problem in details, express all opinions and decide what the employee who let down the team should do to become better in future.

Finally, language barrier is the easiest one to be solved in STEP. It is necessary to provide language courses for employees. Besides, it will be helpful to provide training concerning cultural diversity issues since even Nancy does not report about problems they can appear in future. Besides, such conflicts can already take place in STEP (involving other employees).

Works Cited

Avery, Christopher M., Meri Aaron Walker and Erin OToole Murphy. Teamwork Is an Individual Skill: Getting Your Work Done When Sharing Responsibility. San Francisco: Berrett-Koehler Publishers, 2001.

Cummings, Thomas G. and Christopher G. Worley. Organization Development & Change. Mason: Cengage Learning, 2008.

Griffin, Ricky W. and Gregory Moorhead. Organizational Behavior: Managing People and Organizations. Mason: Cengage Learning, 2009.

Latham, Gary P. Work Motivation: History, Theory, Research, and Practice. London: SAGE, 2007.

Mitchell, Christopher. Problem-solving. Ed. Cheldelin, Sandra, Daniel Druckman and Larissa A. Fast. Conflict: From Analysis to Intervention. London: Continuum International Publishing Group, 2003. 241-254.

Thompson, Rosemary. Counseling Techniques: Improving Relationships with Others, Ourselves, Our Families, and Our Environment. Abingdon: Psychology Press, 2003.

Watson, Nancy. Personal Interview. 17 May 2011.

West, Michael A. Effective Teamwork: Practical Lessons from Organizational Research. Oxford: Wiley-Blackwell, 2004.

Witsel, Mieke. Communication in Organisations. East Lismore: McGraw-Hill, 2009.