Category: Communication

This paper aims at discussing different communication strategies an entrepreneur could use to increase effective communication with his or her employees. Technology is on the rise in todays world and as the paper will show, by using technological communication, the employer could increase employee productivity. The paper provides some pieces of advice to Mr. Bushley on the communication strategies to use in his chain stores.

As a business consultant at Mr. Bushleys service, I would make the following recommendations: 1) consider employment of Google calendars 2) consider E-learning for the employees.

I would recommend the use of Google calendars to Mr. Bushley. In most organizations like Mr. Bushleys chain stores, there is always a delay in work delivery. With every employee having been issued with different duties, when an employee has a lot to produce weekly or monthly, he or she could end up missing to do some duties due to poor scheduling of work. He or she might spend a lot of time on some duties which end up taking up all the time necessary for the rest of the duties.

To curb this remarkably consistent problem, Mr. Bushley should adopt the use of Google calendars (Staff, October 2009). They allow scheduling of all the work in an organization in the way that is desirable and helps to share the calendar with other employees. The calendars allow activation of alerts via email, mobile short messaging services (SMS), or pop-ups. Regardless of where an employee is, so long as he or she is connected with the internet or has activated the mobile SMS alerts, he gets reminded of work due, and this way he/she can plan their time well. Mr. Bushley can include events for his employees to boost their morale in the workplace. This will increase the organizations productivity.

E-learning is an internet-based learning system where the learners can access centralized data from one central source from different or the same locations. Employees under training save a lot of time with E-learning as compared to on-site training where the requirement is to leave their place of work. With E-learning, the employees can still attend to their duties as they continue to learn. The employees would also appreciate the flexibility of E-learning as they can choose the time that best suits them to study productively and comfortably. E-learning is friendly to the employees. This is because the developers selling the courses offer a wide range of payment options. This is not the case when using printed materials and CD-ROMS (Tesc, June 2011).

E-Learning will save costs that would have otherwise been incurred due to the purchase of learning materials like textbooks. This would have been expensive considering the repetitiveness of the need to train the employees yearly or monthly. E-Learning will be favorable as it provides options for installations on private networks for greater bandwidth and security (Tesc, June 2011). E-learning gives one the option to link with other training systems on the internet for diverse knowledge (Kilby, 1994-2009).

To conclude, it is evident that a lot of advantages come about with the use of technological communication tools between the management and employees. As the paper has shown, just by the use of two technological communication strategies, employee performance could be increased tremendously.

References

Kilby, T. (1994-2009). Primer-Advantages. Web.

Staff, S. (2009). 5 Free Tools to Help Run Your Service Business. 1-2.

Tesc. (2011). Managerial Communication Strategies and Applications. Business and Management, 1-3.

Introduction to Vancouver Communication

Vancouver Communication has enjoyed unparalleled growth in the recent past. Under the leadership of its Chief Executive officer Mike Ansell, the company has been able to open several subsidiaries in different regions of the world. The first subsidiary to be opened by Vancouver communication was a production facility located in Wolverhampton in England.

Subsequent to the accomplishments of Englands subsidiary and the desire of Vancouver to extend its growth in market share to Eastern Europe and the Middle East, the company has appointed Helen Reeves who was serving as the assistant head of marketing for Vancouver Communication in Canada, to head the companys newly established production and distribution facility situated in Ankara Turkey. It is through witnessing immense success in the operations of the Wolverhampton subsidiary, that Mike Ansell is not afraid of proposing similar organizational and people management systems and practices to Helen.

Vancouver Communications Management Approach

Mike Ansell has no doubt that his proposal will bear fruit. Having been proved earlier in different situations from those in Canada, the companys approach was found to achieve success in England. One of the major attributes associated with the Vancouver communications management approach is the fact that the strategy used by the company is participative rather than coercive. By being participative, the company ensures that the employees views are incorporated into the company decision-making process.

This is achieved through holding time-to-time sectional and departmental conferences. In addition, the company uses the same approach to make sure that all employees are made to understand the companys core values, rules, and regulations that are stipulated. In the same sense, the response of workers on projected management initiatives is well gauged through their incorporation in various departmental meetings.

In order to enhance the prosperity of any company, it is recommended that a companys administrative body utilize vast professional knowledge and acumen. Similarly, the company is encouraged to carry out extensive research on any project that it may wish to involve itself in (Dowling et al, 2008, p. 54). Dowling, et al (2008, p. 54) however, further notes that in many corporations, the directors seek professional advice from incompetent experts. The managerial body can reverse this trend by involving the companys working force in its participative management approach. Through making use of this strategy, Dowling et al (2008, p. 55) point out that the company will equally be dealing with workers morale and their loyalty to the company.

Another positive attribute of the participative managerial policies used by Vancouver communication is the fact that the company does not keep strict rules and regulations or even insist so much on formality. This attribute has facilitated largely toward achieving the huge accomplishment of the company in the period it has been operating, not only in Canada but also in its subsidiary in Wolverhampton England.

According to Mike, members of staff will be productive, flexible, and more innovative, when they are subjected to minimal formality, rules as well as regulations. Similar sentiments are echoed by Dowling et al (2008, p. 56) who observe that free labor is more productive than a forced one. Once the workers are given the liberty to operate and perform their duties with fewer formalities, more innovation and distinctiveness will be observed in the operation of the company.

Likely Challenges for the Subsidiary Head

As the head of the newly established Turkish operation, Helen Reeve will face new challenges i.e. challenges that are very different from the ones she was used to in her position as the deputy head of marketing for Vancouver communication-based in Canada. In her previous responsibility, Helen was not directly involved in the day-to-day operations of the company. However, in her current position, Helen has the sole responsibility of overseeing the management and operation of the Ankara subsidiary.

Her management capability will be put to test. Therefore, in order to meet the expectations of her, she will be required to exhibit indisputable wisdom in her decision making, as this will dictate whether the company is to encounter success or setbacks. If all things are going to be held constant, the proposed theory of running the Ankara plant will no doubt be another success story. However, some hypotheses are only applicable in theory and not in the real world situation.

Prior to commencing her role as head of Ankara subsidiary, Helen Reeves should be aware that there is quite a significant difference between the operations of a domestic company, and those of international incorporation. There are many distinct differences between domestic human resource management and international human resource management (Kaila 2005, p.458). According to Kaila (2005, p.458), one of these differences is the fact that international human resource management consists of more purposes and has roles that are more heterogeneous.

Similarly, international human resource management involves frequently changing perception, in addition to the need for involvement in more personal affairs of the employees. On the same scale, international human resource management is influenced by external sources and usually involves a greater level of hazards compared to the typical domestic operations that Helen was used to in Canada.

Ways of Dealing with Likely Challenges

In order to overcome the new challenges that Helen is likely to face in her new role as the head of the Ankara subsidiary, she should remember that the challenges in turkey are likely to have different overtones from problems faced at the Wolverhampton subsidiary in England. By this fact, Helen should be flexible in her decision making, as well as being ready to make an alteration in the way Vancouver communication has traditionally operated.

Helen will definitely have to introduce change is the way human resource has been managed in both Vancouver parent company and its subsidiaries. In as much as Helen may wish to follow to the letter the proposed approach recommended by Mike, it is going to dawn on her that situations may not be the same and hence the need to deviate a bit from norms. However, Helen should not get rid of the whole approach, but rather supplement it with the necessary alterations that are appropriate as per contextual demands.

Headquarters may play a big role in making decisions on who to deploy or assign which role in the new subsidiary. However, Helen has to note that, the approach to different HR issues such as compensations will have to be altered to fit into country specifications or expectations. Similarly, when tackling fringe benefits made available to host company workers, some fascinating impediments may arise (Gold & Bratton 2001, p.95).

Gold & Bratton (2001, P.95), discuss the situation in the US, where health insurance cover is provided to a companys workers, together with their family members. In this case, the authors note that the term family in the US means the immediate members of a companys employees, such as the spouse and their children. In other parts of the world, however, the term family may as well comprise various spouses and other members of the extended family. This means that Helen has to approach her task in the framework provided by her company but adopting everything to host country characteristics.

Vancouver communication is one multinational corporation that can be said to have achieved immense success because of its person-centered type of management style. While many of its rival companies are struggling to make any impact on the market, Vancouver has been expanding its operation to the extent of opening subsidiaries in different parts of the words. This great accomplishment can be attributed to its unique management approach and the policies it follows in its human resource management.

In as much as its management approach is admirable, a number of weaknesses, which require constant attention in order to enhance the companys chances of more growth, mar the approach. Due to numerous changes that are taking place in the business world, it will be suicidal for any firm to cling to its traditional or rigid way of operation. Similarly, Vancouver communication should initiate some inevitable changes in its approach to operations. The changes will help the hr function to remain relevant and at the same time solve most of the current and previous problems associated with its way of operation.

Problems Facing VC Relating to Support of Its Expatriates

Just like any other growing multinational corporation, Vancouver communication has encountered few challenges from its current and previous employees. The good part with these challenges, however, is the fact that, if these challenges are accorded the necessary measures they deserve, the company will in the process have prevented future incidences that may impede its growth.

Going by the grievances articulated by the current and previous expatriates of Vancouver communication, the timing of Tony Rossini, the head of the human resource at Vancouver headquarters in Canada, to carry out an email survey can be said to be a little bit late. However, this does not imply that the survey will not be of any importance, as it will be used to help in tackling the current and previous weakness affecting the companys expatriates.

Following news of opening another subsidiary in Ankara Turkey, as the head of the human resource of Vancouver communications, it was encouraging of Tony to spearhead a survey in efforts to prevent further embarrassment among the companys expatriates in the future. This step by Tony was as a result of the fact that the number of expatriates was to increase, as the new subsidiary was to receive 15 managers from Canada.

Based on the responses of both current and previous expatriates, it is clear that the company has had a bad history when it comes to the management and support of its expatriates. Among the grievances raised by the sample of the population concerned, is a lack of proper plans on the definite kind of job or specific duties an employee is supposed to undertake upon his or her return from an assignment abroad. One staff, in particular, is lamenting on how the company has failed to establish anything meaningful for him to do, two months after his return from England. The worker in addition argues that the company had no problem locating an office, tables, and chairs for him, but that the disaster was in assigning him a job.

Ways of Solving Problems facing VC in the management and support of its expatriates

According to Hutchings & Cieri (2007, p. 358), flexibility in policies and practices, is a major concern in many multinational incorporations. The dilemma with Vancouver communication as far as dealing with its expatriate is concerned, can be attributed to its system of management. According to the approach of the company to management, Vancouver communication prefers giving its employees career development in diverse skills rather than concentrating on the traditional job categories and descriptions. However, as the situation stands, the approach seems to have a number of shortcomings.

To rectify these weaknesses and avoid future inconveniences, Tony and the entire company should formulate some policies where upon reaching a certain level in management, managers are permitted to specialize in their field of operations (Hodgetts & Hegar, 2007, p.530). Hodgetts & Hegar (2007) further note that this will not only provides a solution to current and future shortcomings but will in addition enable the company to benefit from increased production, as each manager will be free to do what he best finds pleasure in doing. Under this policy, chances of innovations will exceptionally be enhanced for the reason that the security and confidence of what one is doing will eventually promote research and development.

The other issue raised in the survey entails the decisive factor used by the company to come up with a formula for remunerating its workers. One particular employee fails to understand the principles used by the company to reward the workforce. According to his complaints, he alleges that a fellow Canadian colleague is paid 20 percent more than what he earns, yet they perform the same comparable job. Once again, one cannot fail to observe that the source of the problem is directly linked to the companys approach to the administration and management of their employees. According to the companys policy, Vancouver communication does not recognize the traditional job description policies but rather prefers to train its employees in various categories of skills.

According to Storey (1995, p.274), it is of paramount importance for a company to come up with a clear policy of rewarding its employees, founded on different criteria that are acceptable to all involved parties. Storey further notices that such criteria should as well meet the stipulated rules and regulations of the country in which the corporation is located. In the case of Vancouver communication, the head of human resource should see that the companys policy clearly stipulate the standards used in rewarding its employees. On the same note, there should be a clear distinction of the job category in order to avoid conflict based on remunerations.

On the same issue of remuneration, another expatriate claimed that he is paid exceedingly higher compared to his British counterparts who happen to be doing a similar job. According to his explanation, the employee claims that the issue has brought unnecessary disunity among the employees. Bach (2005, p.332) comments that remuneration is a very sensitive issue which if not well handled, and mostly while dealing with international human resources, can lead to a great deal of loss, not only financially, but also politically. In addition, Bach (2005) observes that international human resource is in particular faced with a diversity of national and global issues. Bach (2005, p.333), argues that while dealing with reimbursement issue, the human resource manager has got to synchronize pay arrangement in diverse countries with various currencies, that may change in comparative value to one another over time.

In such a situation, Vancouver communication is supposed to take extra care in its policies and mostly while dealing with international workers or employees grouping that has different cultural backgrounds. Tony must consequently harmonize approaches and procedures to manage expatriates from the companys home nation; mother countries nationals, host-countries nationals, in addition to the third country residents for instance an English director running a Canadian multinational corporation in the companys subsidiary in Turkey.

From the email survey carried out, one employee in particular articulated her reservations due to failure to cope with numerous changes that had already taken place within the company. He as well observes that due to restructuring within the company he was compelled to spend the best part of a year, after his return from England, seeking directions because he no longer felt acquainted with the new environment that had turned him into a stranger at home.

What worried him most was the fact that even after all the struggles he encountered, not many of her colleagues back home were ready to assist him. However, his biggest disappointment registered when no one seemed to care about the European experience that he had amassed while he worked in England. The feeling made him pick out his stay in England as a wasted time because his knowledge could simply not be put to any meaningful use upon his return.

It is in the subsidiary that the amplified participation of international human resource managers in the private life of employees turns out to be predominantly noticeable (Dickmann, 2008, p.3). Dickmann (2008) additionally, comments that it is not abnormal for subsidiary human resource managers to become frequently involved in making accommodation, healthcare, transport, and other social necessities to its employees.

Tony should, therefore, come up with strategies to establish means and ways through which the expatriates who return from foreign assignments are catered for. In addition, policies should be created on how the company employees in foreign nations are to be treated especially when it comes to matters concerning their social and private lives. Before dispatching the new lot of managers to the Ankara subsidiary, Tony should make sure that the welfare of the group is clearly tackled in order to avoid future inconveniences. Similarly, measures are supposed to be put in place in order to make use of the knowledge that the returning expatriates may have gained in the course of their working duration in foreign countries. This will not only motivate the employees and boost their morale, but will as well make them feel appreciated.

On another pressing matter, Tony; the human resource manager of Vancouver communications should formulate effective policies within the headquarters and subsidiaries to deal with the current and previous expatriates. These policies should mobilize resources in order to come up with a system that will be ensuring expatriates about to return to their mother company receiving courses to update them on the various changes if any that might have taken place in their absence.

Conclusion

It is not unusual for multinational incorporation of Vancouvers reputation, to experience such challenges with its huge workforce. It should however be noted that regardless of the magnitude of any challenge, with proper attention, the problems are solved. Tony has to move fast and respond to the issues raised in order to curtail the problem from scaling to an uncontrollable magnitude. As discussed, Vancouver communication should establish ways and means of detecting any shortcomings in its operation from the initial stage of the problem. More and frequent surveys, therefore, ought to be carried out, coupled with flexibility in policy and decision-making.

References

Bach, S., 2005. Managing Human Resources: Personnel Management in Transition. Wiley-Blackwell publishers: Massachusetts.

Dickmann, M., 2008. International Human Resource Management: A European Perspective. Routledge: New Jersey.

Dowling, P., J., Festing, M., & Engle, A., D., 2008. International Human Resource Management: Managing People in a Multinational Context. South Western Publishers: London.

Gold, J., & Bratton, J., 2001. Human Resource Management: Theory and Practice. Routledge: New Jersey.

Hodgetts, R., M., & Hegar, K., W., 2007. Modern Human Relations at Work. Cengage Learning: Ohio.

Hutchings, K., & Cieri, H., D., 2007. International Human Resource Management: From Cross-Cultural Management To Managing A Diverse Workforce, University of California: California.

Kaila, H., L., 2008. Human Resource Management. Gyan Publishing House: New Delhi.

Storey, J., 1995. Human Resource Management: A Critical Text. Routledge: New Jersey.

People management systems of Canadian-based MNC in Turkey

Mike Ansell has asked Helen Reeves to head up the new Turkish operation and he has suggested to her that this subsidiary should have the same organizational and people management systems and practices as those successfully operated by VC in Canada and England.

Introduction

MNCs are operating across boundaries other than their home countries, a phenomenon or opportunity that is full of challenges as far as the management of foreign subsidiaries is concerned. One such company is Vancouver Communication which apart from having a branch in England has discovered the existence of potentials in Turkeys market. Moving to Turkey will not change the companys management approach where it has for a long time favored the home-county approach. Therefore, the question that needs to be answered is whether the approach will be able to succeed or if the new manager in the area needs to accept a change of the approach to fit in the environment.

Discussion

Geographically, Turkey occupies Asia Minor while another small portion is found in Europe (Culture of Turkey Forum n.d, p.1). Currently, the annual population growth of the country is estimated to be at 1.6 percent from the earlier rate of 2.5 percent (Culture of Turkey Forum n.d, p.1). According to the 1998 population census, the country was found to have 64, 566, 511 people where 65 percent were found to inhibit the urban areas while another 35 percent to be in rural areas (Culture of Turkey Forum n.d, p.1). Evidence shows that Turks originated in inner Asia hence much of its cultural characteristics resemble those of the Middle East and Asian countries although at the same time much has been adopted and incorporated from Western countries (Culture of Turkey Forum, n.d, p.1).

Hofstede identified five cultural elements that denote the national cultures of different countries. The first identified element by Hofstede has to do with the extent of power distance (PDI) where different societies are seen to exhibit differences about members of the society having or exercising power. According to Hofstede certain societies are characterized to constitute less powerful members about power while other societies members are more powerful about power (Jackson2002). Individualism Index (IDV), as another element of Hofstede largely evaluates between two concepts of individualism versus collectivism and measures how these two concepts characterize different societies (Jackson2002).

Individualistic societies are loose and person-centered, while collectivist societies are largely integrated, cohesive, and have in-group tendencies; masculinity versus femininity (MAS) which postulates the distribution of gender roles, and different societies are seen to exhibit different mechanisms about gender roles (Jackson2002). This is in addition to uncertainty avoidance (UAI), which deals with the level of a societys tolerance for uncertainty and ambiguity; and lastly, it is the long term orientation (LTO) where this aspect deals with studies and surveys done in China and has to do with a societys aspiration for long-term versus short term orientation (Hofstede n.d, p.1).

Managing human resources in foreign appears to be a pressing issue that most MNCs have to contend with. For instance, adapting to the various human resource policies and procedures found in foreign countries aligning them with home country practices pose a challenge (Jackson 2000). There exist numerous inter-country differences that in reality demand adaptability.

These differences manifest in different forms: cultural factors, where Canada and Turkey are seen to be culturally different and according to a study by Geert Hofstede international countries show to be culturally different in many aspects. For instance, Hofstede asserts that societies show differences in power distance where different societies differ to the extent to which the less powerful members of organizations and institutions (like the family) accept and expect that power is distributed unequally (International HRM Association, n.d).

On the other hand, individualism versus collectivism refers to the degree to which ties between individuals are generally loose than close (International HRM Association n.d). America and Canada have characteristically come out as individualistic societies while Asian and Middle countries seem to be collective (International HRM Association n.d). Most international companies operating in a foreign environment usually utilize three main approaches to managing and staffing subsidiary units (International HRM Association n.d).

In general, the three major approaches are ethnocentric approach; polycentric approach; and geocentric approach (International HRM Association n.d). These inter-country cultural differences have numerous impacts on human resource management aspects whereby there is always a need for adapting human resource practices such as selection, testing, and payment plans to local cultural norms. At the same time, the suggestion is that for efficiency and greater performance human resource staff and personnel need to be drawn from the host-country citizens (International HRM Association n.d).

Vancouver Communication in operating its foreign subsidiaries has resorted to an ethnocentric approach, which has the following characteristics: the home countrys practices are incorporated; the home country headquarters participate in making key management decisions; employees from the home country hold important managerial positions; and generally, the subsidiary plant adapts to the home country resource management practices. In the perspective of Mike Ansell, Canada has the best approach, which should be utilized in other parts of the world. However, what is the limitation of this approach in a country like Turkey? With globalization taking center stage, the ethnocentric approach has proved to be difficult to implement since the strategy has been regarded to be rigid and lacks flexibility.

At the same time, Turkey portrays a complex and diverse culture as compared to Canada and England, and therefore ignoring the cultural aspects of the country may fail in the companys objectives (Harzing and Ruysseveldt, 2004). For example, the collectivist orientation of Turkey may have little to do with a motivational policy that largely reflects the individualistic culture of the parent company (Harzing and Ruysseveldt 2004).

Further, companies that have favored ethnocentric approach in foreign subsidiaries have largely suffered numerous problems of low productivity, friction between HCN and PCN managers; PCN suffers from diverse problems related to the adaptation process to the foreign environment. Also, during the adaptation process, PCN managers become much ineffective as compared to when they were in their home country (Harzing and Ruysseveldt, 2004).

For Helen Reeves to work well in the Turkey environment, she will need to incorporate human resource management styles that are likely to succeed in the environment. Analyzing and evaluating the three main approaches of managing subsidiary plants it is clear that no one particular approach has the full potential and capability to succeed on its own, what is needed is a hybrid strategy where Vancouver Communications Company needs to treat each subsidiary individually on a case-by-case basis.

According to the Turkey subsidiary, it would be advisable for Helen Reeves to integrate both the ethnocentric, polycentric and geocentric approaches and come up with an appropriate hybrid approach to utilize in Turkey. At the same time designing an appropriate hybrid approach will require Helen Reeves to undertake a thorough preparation assignment plan for the Turkey market. First Reeves will need to select the right kind of staff for the foreign assignment and selecting the right staff, she will need to have people who are quick to grasp and cope well with new and unfamiliar situations (Adler and Gundersen, 2008).

In this regard, she should be able to select a staff that demonstrates cross-cultural adaptability (Tayeb 2005; Adler and Gundersen 2008). Dowling et al. (1999) established and discussed six major factors to be considered in selecting expatriate: about an individual there is a need for technical ability, cross-cultural suitability (Adler and Gundersen, 2008), and family requirements; about the situation, there is a need to select individuals according to country-cultural requirements, language and MNC requirements (Tayeb, 2005). Black et al (1999) postulate that selecting overseas staff requires consideration of critical strategic functions that include professional skills, conflict resolution skills, leadership skills, communication skills, ethnocentricity, flexibility, and stability (Tayeb 2005).

At the same time, Helen Reeves will need to consider undertaking training programs for the selected staff in the Turkey market. The training assignment for the manager will include cross-cultural training with aim of enabling the staff to adapt and adjust to the foreign culture (Tayeb 2005). Black and Mendenhall (1990) observers that expatriate cultural training greatly influences success in foreign subsidiary firms. On their part, Caligiuri et al. (2001) define cross-cultural training as any intervention designed to increase the knowledge and skills of expatriates to help them effectively in the unfamiliar host culture (Tayeb 2005, p.188).

Based on their argument, the authors argue that cross-cultural training has the following goals. First, it should empower the expatriate in advance with the necessary cultural behaviors and suitable ways of performing necessary tasks in the host country. Secondly, it should provide help to the expatriate to cope with the unforeseen events in the new cultures and reduce conflict due to unexpected situations and actions; and lastly, it should construct pragmatic expectations for expatriates concerning living and working in the host country (Tayeb 2005).

Conclusion

In summary, Helen Reeves should carry out the feasibility of the geocentric approach, which in turn with the parent company can be implemented in Turkey. Why the geocentric approach? This approach is regarded as a worldwide approach and is a system that has evolved to be interdependent. The implementation of this approach results in consideration of both worldwide and local objectives and every part of the organization is seen to make a unique contribution, which in turn advantage the organization (Moran, Harris and Moran, 2007).

Furthermore, geocentrism approaches call for collaboration between headquarter and subsidiary plant to establish universal standards that incorporate local variations (Moran, Harris and Moran, 2007). The geocentric approach requires the selection and training of the best people worldwide to solve the various problems in the subsidiary plant and competency becomes the dominating factor, which is further enriched by a motivating reward system.

Issues facing Canadian-based corporation in support of its expatriates in Turkey

Introduction

Indeed, the role of an expatriate in international management is an issue that cannot be ignored but most companies have tended to ignore the aspect and the repercussions have not been encouraging. Management of expatriates has evolved to become a key factor in determining whether a firm becomes successful or fails in the international undertaking. Expatriates have both needs and problems before they leave and when they present themselves to the foreign environment.

Issues to do with relocation, family, language barrier, cultural shock and conflict, management style, environment and climate, working conditions, regulation, compensation, and remuneration issues, and compensation and motivation are inter-related factors that have combined to influence, determine or even shape expatriate foreign assignment. Therefore it becomes necessary for the company to have thorough consideration and address these issues if it intends to realize success in foreign missions.

Discussion

Expatriates have become important assets for companies with foreign subsidiaries. The expatriates are critically important at fulfilling and completing specific strategic tasks (Lindsay 2004). In essence, international human resource has become a challenge but at the same time, it cannot be forgotten that management of international human resources in the modern days constitute yardstick of evaluating the success or failure of any company.

About Vancouver Communication, issues raised by the expatriates indicate the company operates an inefficient expatriate repatriation programs for its overseas employees. Expatriates always come back to home companies with immense experience and perspective of doing things but poor repatriation processes have been cited to underutilize the acquired talents of expatriate and in the long run discourage future acceptance of foreign assignment (Lindsay 2004).

Numerous recommendations have been suggested as to how well effective repatriation can be undertaken, they include comprehensive and effective training of the managers before they proceed for the foreign assignment; providing necessary support while they are abroad, and acculturating them when they have finished their foreign assignment and they return home (Lindsay 2004). Appropriate retrofit programs for a re-assimilating expatriate are required and companies that have excelled with these programs have demonstrated to embrace pre-planning before the expatriate can leave (Lindsay 2004).

An effective repatriation process is further seen to constitute vital steps taken before departure, during the period of assignment, and the time when the expatriate comes back in the country. According to studies done on experienced expatriates, they identify three key areas that companies need to initiate change for effective repatriation; these areas are task clearness, career counseling, and prescribed policies and plan for repatriation (Lindsay 2004).

Task clarity is essential and necessary for: increasing expatriate focus on a task and lessening their anxiety while overseas; creating a sense of accomplishment when their overseas assignment task is completed; and lessening their anxiety upon their return, and easing their transition into the home base (Lindsay 2004, p.3). Career counseling has gained positive acceptance among many firms and is seen to result in some level of satisfaction as far as repatriation processes and initiatives are involved.

The role of career counseling within this environment has been summarized by Lindsay where she observes that career counseling for expatriates help in outlining, how expatriate overseas assignment fit with the goals of the firm; how the expatriate contribution to the foreign assignment made a difference for the firm; how the skills and knowledge acquired from the overseas assignments would translate into career enhancements when they returned; and the kinds of positions they would be offered in the home office depending on their performance overseas (Lindsay 2004, p.4).

Observation from most companies shows that when the managers returned, they were put back to their earlier positions and roles before they left thus ignoring their newly acquired responsibilities and experiences. Thus, many expatriates coming back felt underutilized in their roles a situation that prompts many to leave. To avoid these instances and anxiety associated with it, effective repatriation plans need to be designed and should be based on high-quality career counseling for expatriates that should among others include: the reasons for sending the manager overseas; the benefits of the overseas assignment to the firm and the manager; and the managers career options upon return (Lindsay, 2004, p.5).

Another issue identified in Vancouver Communication about expatriates had to do with compensation. It was found from the research that the reward and compensation system in place was unsatisfactory to many of the expatriates in foreign assignments. An effective expatriate compensation system is an important mechanism that elicits different expatriate leadership and managerial roles and behaviors, but most organizations VC included have resorted to the use of state of the art compensation policies instead of adapting to the expatriate compensation system reflects the different roles of expatriates (Dickmann 2008). Dickmann provides the functional key steps an organization needs to follow and put into account when designing a reward and compensation strategy for the expatriates.

These steps are:

1. adherence to initiatives for consistency in expatriate compensation and these initiatives should not exacerbate multi-local compensation differentials.
2. The organization should not assume that there exists homogeneity of interests among the various parties about expatriate compensation determination and there should be consideration of human resource competencies refreshing programs that in turn are matched to progressive compensation priorities and systems.
3. There should be a thorough evaluation of corporate priorities with aim of minimizing the transaction costs but having valuable, rare, inimitable, and non-substitutable expatriate resources, which also encourages procedural justice.
4. The organization should carry out an audit to find out how expatriate compensation practices enable or constrain the development of a global mindset.
5. There should be consideration of ways expatriate compensation may be calibrated to align with multidirectional knowledge sharing, exploring the optimum balance between individual and collective performance.
6. The organization should pay attention to the social referents influencing expatriate expectations and behaviors in setting more performance-oriented expatriate compensation, acting on opportunities for greater openness and transparency.
7. Supplement attention to securing and retaining expatriates with a lot of consideration of motivational features not only of the quantum but also the mode of delivery of expatriate compensation, emphasizing organizational effectiveness contribution and how that is made.
8. The organization is further expected to weigh the different alternative approaches to structuring and delivering expatriate compensation contingent to the extent, which the managers are expected to operate in local innovation. Such compensation system will call for career incentives coupled with a short-term intrinsic reward with longer-term extrinsic reward initiated through vertical post-assignment career progression.
9. Lastly, the organization further will need to pay a lot of attention to the expatriation psychological contract, as a mechanism for dialogue around mutual expectations and obligations (Dickmann 2008).

Conclusion

Expatriates experience repatriation difficulties that range from culture shock, re-entry shock, and problems about re-integration (Nolinske, 2004), problems associated with readjustments, professional difficulties, and social and personal problems. All in all, the company is supposed to respond to these issues if it entails having a committed and well-motivated expatriate personnel. Responses to these problems should take place in three major faces of the preparation phase (pre-departure training); the next phase is the physical relocation phase, which also involves the transitional phase; and the last phase is the re-adjustment phase.

Furthermore, the company is supposed not only to provide care for its expatriates before departure but also during and after their foreign assignment to maximize the benefits of the international and intercultural assignments. Therefore, it is recommended that the company should create an effective repatriation program and the repatriation process should be well designed and organized to ensure the company achieves its objectives and the expatriate meets their expectations.

Reference List

Adler, N. J., and Gundersen, A., 2008. International dimensions of organizational behavior. OH: Cengage Learning. Web.

Culture of Turkey Forum. N.d. Countries and their cultures: Turkey. Web.

Dickmann, M., 2008. International Human Resource Management: A European Perspective. NY: Routledge. Web.

Harzing, A. W., and Ruysseveldt, J., 2004. International human resource management. CA: SAGE. Web.

Hofstede, G., N.d. Geert Hofstede Cultural Dimensions. Web.

Jackson, T., 2002. International HRM: a cross-cultural approach. NY: SAGE. Web.

Lindsay, S., 2004. Issues of effective repatriation: a model and managerial implications. SAM Advanced Management Journal. Web.

Moran, R. T., Harris, P. R., and Moran, S. V., 2007. Managing cultural differences: global leadership strategies for the 21st century. MA: Butterworth-Heinemann. Web.

Nolinske, T., 2004. International HRM Challenge. Web.

Tayeb, M. H., 2005. International human resource management: a multinational company perspective. Oxford: Oxford University Press. Web.

Literature Review

Supportive communication fosters a positive relationship between individuals without jeopardizing their ability to articulate a problem or to give negative feedback about an issue (Whetten & Cameron 2011, pp. 168-517). It enables managers to resolve sensitive issues and to convey messages which are not complementary. The importance of supportive communication is that it improves the accuracy with which the message is delivered. Thus, the possibility of misunderstanding the message is minimized. An improvement in understanding strengthens the relationship between the individuals who are communicating (Pheng & Keong 2000, pp. 34-39). In this regard, supportive communication helps in establishing positive interpersonal relationships in organizations. It also facilitates high productivity and the reduction of conflicts. Finally, it helps in coaching and counseling employees. Through supportive communication, managers can reprimand their juniors in a manner that promotes the achievement of positive outcomes.

Effective use of supportive communication can be achieved by adopting the following principles. First, interpersonal communication must focus on congruence. Congruence occurs when the message that is being conveyed matches the thoughts and feelings of the communicator (Larsen & Folger 2007, pp. 111-115). Second, supportive communication utilizes descriptions rather than evaluations to convey sensitive information. Descriptive communication helps in minimizing the tendency of being evaluative and the development of defensive interactions (Aziz & Talukder 2012, pp. 435-448). Third, supportive communication focuses on finding solutions to problems rather than the weaknesses of an individual. In this regard, managers can achieve positive outcomes by focusing on problem-oriented communication. Fourth, supportive communication validates the interacting parties. Through validating communication, managers can create a feeling of recognition, understanding, and acceptance in their organizations.

Fifth, supportive communication requires individuals to use specific statements. This requirement is based on the premise that particular ideas are easy to understand and facilitates improvements. Effective supportive communication is often conjunctive. In this context, the message being communicated should be connected to previous ones (Khan 2009, p. 78). Finally, each of the communicating persons must always take responsibility for their statements. By owning communication, managers can effectively demonstrate their interests in interacting with others (Knapp & Daly 2002, p. 89).

Activity and Application

The aspects of supportive communication that are most important to me include building positive interpersonal relationships and focusing on accuracy. I need to establish positive interpersonal relationships with my employees in order to improve performance. Concisely, a positive relationship will enable me to enhance the exchange of knowledge and cooperation among employees.

My activities for development in counseling and supportive communication involved participating in group-work activities at the workplace. The program was implemented over a period of one month. Over this period, I engaged in the following activities. First, I focused on asking my staff members more questions than before in order to improve my understanding of every problem. My inability to fully understand situations is attributed to the fact that I often give recommendations for solving particular issues without seeking adequate information. Thus, the need to ask more questions becomes apparent. Second, I embarked on providing emotional and professional support to employees. This involved counseling employees so that they can easily overcome their problems. I also offered technical advice to employees to enable them to complete various tasks. Third, I focused on taking into account the views of my colleagues. In this case, the opinions of the employees were incorporated into my decisions. Finally, I embarked on strengthening my relationship with the employees. This involved encouraging friendly communication and chatting with others in a relaxed manner.

Evaluation

During the practice, I kept a record (performance indicators) of activities such as the number of questions that I asked, the number of employees who benefited from my emotional support, and the frequency with which I incorporated employees views in my decisions. These performance indicators are summarized in table 1. At the end of the month, I was able to solve complex problems much faster. This was attributed to the fact that asking more questions enabled me to obtain accurate and complete information about various situations. The motivation and attitudes of the employees improved significantly after I started including their views in my decisions. Generally, the employees felt that their contributions were appreciated, and most of them were willing to work harder. Productivity increased after I provided emotional and professional support. The support improved the employees efficiency and competency in completing their tasks. Finally, my relationship with my colleagues also enhanced. Most employees were willing to interact with me after I initiated friendly communication with them.

My score in the supportive communication skills development evaluation was 3.5, up from 1.5. This represents an improvement from the first to the second quartile. Nonetheless, I still need to improve my relationship with other employees. In this regard, I will invest more time in friendly communications with colleagues (Harris 2012, pp. 57-60). During the skill practice, I learned that the right decisions could be made easily by considering different perspectives about a situation. What was surprising is that the employees who always avoided me started to show interest in communicating freely with me. The experience will help me to improve productivity in the long-run by enabling me to communicate effectively with employees (Harris 2012, pp. 57-60).

Table 1: activities for developing supportive communication skills.

Creative Problem Solving

Literature Review

Creative problem solving is a technique that was developed to enable managers and individuals to create something new. However, most people find it challenging to use this technique due to their one-dimensional approach to creativity (McFadzean 2002, pp. 537-551). Additionally, conceptual blocks prevent most people from solving problems through creativity. The most common methods to creativity include the following. To begin with, invention can be achieved through imagination (Whetten & Cameron 2011, pp. 168-517). In this case, problems are solved by generating new ideas or techniques. Invention is often used by experimenters and entrepreneurs who consider creativity to be a form of exploration. Generally, achieving creativity through imagination is characterized by revolutionary possibilities, as well as unique solutions.

Creativity can also be achieved by improving existing alternatives. This approach involves solving problems in a careful and systematic manner (Parker 2003, p. 87). Invention is achieved by improving existing organizational processes and functions rather than breakthrough ideas.

Investment is also a means of achieving creativity. This approach is associated with rapid goal achievement and improving the competitiveness of the organization.

Finally, managers can facilitate creativity through incubation (Whetten & Cameron, 2011, pp. 168-517). In this case, the process of solving a problem involves teamwork, involvement, as well as coordination among employees. The importance of solving problems through creativity includes the following. Imaginations can help in solving problems that require original or breakthrough ideas (Garg & Rastogi, 2006, pp. 23-45). By focusing on improving existing processes, organizations can extend their value propositions without undertaking costly investments in new techniques. The investment approach to creativity is the best way of achieving goals in a rapid manner. Finally, sustainability can be achieved by pursuing creativity through the incubation approach.

Activity and Application

As a manager, I consider the implementation of the right solutions to be the most essential aspect of creative problem-solving. The success of problem-solving efforts depends on the practical implementation of the identified solutions (Robinson 2010, pp. 111-122). Consequently, I have to improve my skills in implementing solutions to problems. In order to improve my competence in creative problem solving, I designed a skill practice plan that was implemented in three weeks. In a nutshell, I adopted a multidimensional approach to implementing solutions at the workplace. In this regard, I performed the following tasks. First, I focused on the timely implementation of solutions. Additionally, I ensured that the right sequence was followed during the performance.

Following the correct row in solution, implementation helps in avoiding mistakes (Rausch 2002, pp. 89-90). Second, I embarked on obtaining feedback on a regular basis from members of my department concerning the progress of the implementation. This feedbacks facilitated the timely correction of mistakes. Third, I ensured that the stakeholders who were affected by the problems were involved in the implementation stage. Finally, I focused on evaluating every assumption that I made concerning the implementation process. Beliefs that were likely to complicate the process of implementing the solutions were dropped. The performance indicators included the time spent to implement each solution, involvement of stakeholders, the number of solutions that were executed successfully, and the frequency with which I obtained feedback from members of the department.

Evaluation

I evaluated my performance at the end of the three weeks, and the results are summarized in Table 2. There was a 50% reduction in the amount of time used to implement each solution. This improvement can be explained by the fact that a multidimensional approach to creativity facilitates the rapid generation of ideas that enhance the efficient implementation of solutions to a problem (Gupta & Labbett 2004, pp. 24-28). My ability to monitor the progress of the implementation process also improved tremendously. In the past, I focused on conducting evaluations after the implementation rather than during the performance. Obtaining feedback from colleagues enabled me to identify my weaknesses and strengths in implementing solutions to various problems at the workplace. Finally, there was a significant improvement in the number of solutions that were implemented successfully. Every four out of the five resolutions that I implemented were successful. The owners of the company were highly satisfied with my performance during the three weeks. Furthermore, the employees decided to adopt a multidimensional approach to creativity in order to improve their performance.

After the practice, my score in the creative problem-solving skills development evaluation increased from 1.75 to 4.5. This means that I improved from the first to the third quartile. Even though this achievement seems to be impressive, there is still room for improvement. I can improve my ability to implement solutions in a creative manner by finding more information about alternative implementation approaches (Rausch 2002, pp. 89-90). This can be achieved by conducting detailed research about the existing solution implementation methods. The most important lesson that I learned is that successful implementation of solutions can be achieved by adopting a multidimensional approach to creativity. I was surprised by the fact that accepting negative feedback from colleagues can help in recognizing and correcting genuine mistakes. I intend to use the creative problem-solving technique in order to improve my effectiveness as a manager in the long-run (Rausch 2002, pp. 89-90). Table 2: activities for developing creative problem solving skills

Building Effective Team

Literature Review

Building an effective team is a strategic management role that facilitates high productivity and innovation in the organization. An effective team consists of members who depend on each other (Akande 2011, pp. 46-50). The members care for each other by providing emotional and professional support when needed. Every member is considered to be an essential part of the team. The dependence improves productivity, as well as the efficiency of the group by enhancing effective coordination among the members. A team is deemed to be effective if its efficiency exceeds that of individual members (Whetten & Cameron 2011, pp. 168-517). Concisely, the members should be able to perform better than they would do outside the team. Effective teams are often successful in achieving their mandate. In this regard, the team creates advantages that make it attractive to both members and non-members.

Rotational leadership helps in improving the effectiveness of the team. Each leader enhances success in the group by introducing new ideas (Keddy & Charlesworth 2008, pp. 10-15). Besides, the leader should always consult the members and build consensus before implementing decisions that are likely to affect the entire team. In an effective team, the members appreciate the achievements of the leader and vice versa. Through trust and encouragement, unity and harmony can be achieved within the group (Baldwin, Bommer & Bill 2007, p. 121). The importance of team-building skills is illustrated by the rapid increase in the number of organizations that depend on teamwork to improve their value propositions. Collaboration is considered to be the best strategy for improving competitiveness in the contemporary business environment (Sashkin & Franklin 2000, pp. 34-43). Empirical studies show that teamwork facilitates high productivity, as well as improvements in quality and morale in the organization. Thus, managers and employees have to improve their skills in building or being members of effective teams.

Activity and Application

According to my experience, managing the norm-formation and the storming stage is the most critical aspect of building an effective team. The norm-formation step is essential since the members identify and adopt rules which can make or break the team (Rushmer 2003, pp. 316-327). The storming stage is crucial since it is characterized by conflicts which can adversely affect the team (Whetten & Cameron 2011, pp. 168-517). It is against this backdrop that I designed and implemented a one-month skill practice plan at the workplace. The project involved participating in teamwork activities in my department. In the first two weeks, I played the role of a team member. However, I assumed the role of a team leader in the last two weeks.

As a member, I focused on improving cohesion in the team by providing emotional support to colleagues. In this regard, I embarked on creating positive energy in the group. This involved expressing optimism during difficult situations in order to encourage the members to carry on. Negative energy often develops at the storming stage due to the difficulties associated with goal achievement (Dale 2000, p.123). Thus, conflicts and despair can be avoided if members are given emotional support. I also focused on sharing information with the team members in order to improve their productivity and participation in team activities.

As a leader, I focused on promoting high productivity among the team members by consistently stating clear goals for the group. I engaged every member in conversations in order to ensure that the plans were clearly understood. I also focused on consulting the members before implementing any decision. This was meant to avert any resistance to group activities through low participation by the members. Finally, I embarked on training the team members by giving them technical assistance. I also obtained feedback from the members on how productivity could be improved. The performance indicators included the number of conflict cases, achieved goals, and the rate of participation.

Evaluation

Table 3 summarizes my performance after the skill practice. There were only two cases of conflicts during the period. This was an improvement since I used to encounter more than six conflict cases per month in my team. Over 80% of the goals and objectives of the group were achieved within the set timeline. This was a significant improvement since the department (couple) had a performance record of earning less than 50% of its goals and objectives. Finally, participation in the activities of the team also improved. There were no cases of absenteeism or resistance for the involvement in team activities. Generally, the morale of the team improved. Similarly, most members improved their commitment to pursue the objectives of the group.

My score for the practical team-building skills development evaluation was 4.75, up from 2. Thus, I had improved from the second to the third quartile. I can improve my skills by focusing on conflict resolution within the team (Dale 2000, p. 154). What was surprising is that participation in teamwork activities improved significantly after providing emotional support to team members. My long term development plan will involve focusing on building an effective team in order to improve the companys performance.

Table 5: activities for developing team-building skills.

References

Akande, A 2011, Team Skills Development: an Experience-based Framework for Management, Journal of European Industrial Training, vol. 16 no. 1, pp. 46-50.

Aziz, M & Talukder, An Empirical Study of Supportive Communication Impacting Customer Satisfaction in Multinational Companies, Academic Review, 12 no. 4, pp. 435-448.

Baldwin, T, Bommer, W & Bill, B 2007, Developing Management Skills: What Great Managers Know and Do, Routledge, New York.

Dale, M 2000, Developing Management Skills: Techniques for Improving Learning, John Wiley and Sons, New York.

Garg, P & Rastogi, R 2006, New Model of Job Design: Motivating Employees Performance, Journal of Management Development, vol. 25 no. 6, pp. 23-45.

Gupta, R & Labbett 2004, Creative Problem-Solving Techniques, Journal of Management in Medicine, vol. 8 no. 1, pp. 24-28.

Harris, A 2012, Distributed Leadership: Implications for the Role of the Principal, Journal of Management Development, vol. 31 no. 1, pp. 57-60.

Keddy, E & Charlesworth, K 2008, AstraZeneca Adopts a New Approach to Team Building, Strategic Human Resource Review, vol. 7 no. 1, pp. 10-15.

Khan, M 2009, Developing Management Skills, McGraw-Hill, New York.

Knapp, M & Daly, J 2002, Handbook of Interpersonal Communication. McGraw-Hill. New York.

Larsen, S & Folger 2007, Supportive and Defensive Communication, Journal of Contemporary Hospitality Management, vol. 5 no. 3, pp. 111-115.

McFadzean E 2002, Developing and Supporting Creative Problem Solving teams, Management Decisions, vol. 40 no. 6, pp. 537-551.

Parker, P 2003, Developing Management Skills for Leadership, McGraw-Hill, New York.

Pheng, L & Keong, B 2000, Developing Construction Project Management Skills: Lessons from Zhuge Liang, Career Development International, vol. 4 no. 1, pp. 34-39.

Rausch, E 2000, Creative Problems Solving for Managers, Journal of Management Development, vol. 19 no. 1, pp. 89-90.

Robinson, D 2010, Peter Drucker and the Challenge of Tyranny, Journal of Management Development, vol. 29 no. 1, pp. 111-122.

Rushmer, R 2003, What Happens to the Team During Teambuilding? Examining the Change Process that Helps to Build a Team, Journal of Management Development, vol. 16 no. 5, pp. 316-327.

Sashkin, M & Franklin, S 2000, Anticipatory Team Learning, Journal of Management Development, vol. 12 no. 6, pp. 34-43.

Whetten, D & Cameron, K 2011, Developing Management Skills, Prentice Hall, New York.

Worrall, L & Cooper, C 2001, Management Skills Development: a Perspective on Current Issues and Setting the Future Agenda, Leadership and Organization Development Journal, vol. 22 no. 1, pp. 34-39.

Outline

Nowadays communication with the employees in a multinational company has become very difficult. This issue has become so sensitive that it has to be dealt in an attentive manner. The role of Citi Group in this area has become a good example for other global companies. The technique of generic benchmarking was used successfully by the group for its employees. The use of the technique of generic benchmarking gained wide appreciation even during the times of recession.

Introduction

The most relevant question that comes up in the minds of the Global Corporates is that more and more companies are becoming Global and the challenges of effectively communicating with the workers have become a diverse issue which has to be dealt in a meticulous manner.

Main Text

Citi group Inc has faced this problem in the recent times and have adopted many strategies and has become successful in overcoming various communication issues with its employees. With the problem of recession booming large, it was important for Citi group to communicate with its employees in an effective manner regarding the job cuts and other dismal results for the fourth quarter. We can now explore how Citi overcame this and what strategies it adopted from the outside corporate world. Citi group resorted to the technique of Generic benchmarking. It analyzed its competitors and finally came up with the model for the solutions that its competitors had done in a similar scenario. The following is the brief description of what Citi group did.

The Appreciation Levels for its employees did not go below the expected standard. Citi group made sure that the employees were appreciated for the tasks that they had done during this turbulent phase and made their managers do an effective communication with their team members. Citi group also did not slash the talent budget, but made sure that right talents were also encouraged.

It made sure that it captured the top three demand information. This was from end partners and the customers and communicated it well to the employees in the organization. Thus the employees were able to adapt to the changing business scenarios.

Since Citi group is a global organization, the people are distributed globally and it helped in finding the right set of people to solve business problems. It also developed a web portal where employees could raise their concerns and made sure that the resolution steps were taken by their managers.

Citi group also empowered its people to improve their work by imparting skills set required for them which benefitted both customers and the company. In that way Citi group was able to reduce the redundancy associated with the process. This was due to the effective communication between the customer and the employees associated with Citi.

It incorporated customized workbenches that integrated important information and also communication mechanisms for different roles. Hence Citi group was able to target appropriate roles for go-getter, for team members unraveling the mystery, and also the Co-creation role. The Go-getters process was well laid out. He or She worked in the context of the situation. The solver  Who unravels the mystery surrounding the organization, does not have a well defined process. He or she was driven by immunity. They handled the problems that arose in the organization. A Co-creator was obsessed with ideas. Thus the people oriented approach helped Citi group for effective collaboration among its team members and employees and hence it was able to overcome the crisis to a considerable extend.

Conclusion

The success of Citi group was because, it analyzed beyond a single company for best practices for the best practice studies that are done on a much broader scale. It also sharpened its powers of unearthing and surveillance to find out the most excellent practice and adopted the important one. Generic benchmarking helps to realize the organizations immediate goal. It also looked at some of the non-competitors and adopted the best practices from them. Citi groups goal was effective communication to its employees in the toughest of scenarios and that was recession. It has been able to overcome this scenario by the support and belief provided by the customers and the employees at large. This was mainly due to the support and effort provided by the organization. In life things work on give and take policy. If you treat and communicate well with the employees and customers well they will give it back with a whole-hearted approach to the organization. A good leader is the one who has got a vision to see where the problem lies and takes proactive steps to resolve the issue. CITI has got great leaders and it reflects in their hierarchy

Citi group has proved that effective communication is vital to the organizations success, and the good results for this quarter are bound to come (Maul).

References

Maul,J. Generic Bench marking: For Solving Problems&and for Life.

Problem

In any discussion, problem identification is a critical provision helpful in drafting considerable arguments. The kind of problem identified will influence the outcome/product of the intended discussion. Additionally, focusing on a given problem is enough to unveil the required information about the matter (Guffey & Patricia 279). For example, considering a business problem in any industry will help in identifying other related matters and relevant issues applicable to such contexts. It is from such a phenomenon that the entire themes of the discussion and appropriate information regarding the matter emerge.

For example, there is a problem of diversity management in numerous businesses. Identifying and scrutinizing workplace diversity will help in developing a good forum where anybody can have a chance to contribute substantially to the matter. Precisely, inefficient management of workplace diversity is a massive problem for numerous businesses as indicated earlier. Consequently, there are strategies, which should be set to help in curbing the problem and improving the situation.

Agreeably, it is crucial to embrace and manage diversity in the workplace with due proficiency to ensure that most concerned businesses gain remarkably from the mentioned business trends. Precisely, the process of problem identification and clarification is important in developing any considerable discussion forum. It helps in giving a clear picture of the problem in question with the consequent development of relevant ideologies regarding the matter. The process is very critical in various circumstances as demonstrated by the example mentioned earlier.

Process

Process in this context refers to how the aspects of research can be executed to unveil relevant information regarding the issue under scrutiny. The writing and presentation process will require an elaborate research process to ensure that the study attains viable information usable in this context. This forms a very lucrative provision concerning information presentation. It is improper to present less investigated information since its validity and authenticity might be challenged.

Precisely, research will help in validating the information achieved and other relevant matters concerning the topic. It will help with vast knowhow on the issue (Reifer 16). For example, while writing and discussing more regarding workplace diversity management problems (as a business problem), researching on valid information entailing the benefits of diversity, management stipulations, promotion of diversity in the workplace, and other relevant issues will help massively.

Research helps in facilitating the processes of writing and authenticating the information presented to the audience. It is from this perspective that the issues of process and the entire 3Ps in this context matter with massive relevancy. It is important to research extensively on any matter before attempting to write critically on it. This is helpful in various contexts and endeavors to provide the required information with precision. Additionally, the writing process determines the level and content of the paper presented plus other relevant provisions.

Product

The written piece on the chosen topic gives the exact or intended information required. This helps in determining the levels of professionalism and authenticity of the information provided as claimed earlier. Both the problem choice and the stipulated process involved in investigating the matter are important in this perspective (Ober 216). They help in determining the product of the information required. For example, the resultant write up regarding the managerial problems in the workplace diversity relates to the desired product about this discussion. Precisely, the product is what is demanded after choosing the problem and carrying out some research on it.

Works Cited

Guffey, Mary & Patricia, Rogin. Business Communication: Process and Product. Toronto: Nelson Education, 2009. Print.

Ober, Scot. Fundamentals of Contemporary Business Communication. Boston: Houghton Mifflin, 2008. Print.

Reifer, Donald J. Software Management. New Jersey, N.J: Wiley, 2006. Print.

In the marketing communication and customer relationship management module, I learned that corporations use various advertising and digital marketing methods like content marketing and social media marketing to transmit information about their goods and brands to consumers to encourage them to purchase. Integrated Marketing Communication (IMC) is a marketing plan that aligns and interlinks numerous platforms and communications networks to generate a single branded message. The marketer employs marketing communication techniques to make prospective buyers aware of the brand, which implies that a mental picture of the brand is formed in their brains, which aids in the purchasing decision-making process. Customer Relationship Management (CRM) refers to the tools and tactics firms use to monitor their clients connections from when they join until completing projects. CRM is among the most exciting new developments in contemporary marketing for organizations in various sectors. One way that organizations keep tabs on their interactions with their clients is via CRM software and methods. When it comes to keeping track of customers, a CRM system helps organizations remain in touch with them, react more quickly to the changing demands of customers, and increase profitability.

Group working is essential as it helps people with different opinions and experiences come together and work towards a common goal. Before this module, I doubted the group works potential to unlock my talents. After working with teammates for several weeks, I realized some of my latent strengths and weaknesses, such as critical thinking and anxiety. The group initially operated without an administrator, but we eventually realized the need for a leader. As a result, we elected a manager who could direct, persuade, motivate, and communicate effectively. Choosing a head person was challenging because we could not entrust anyone with authority, considering our different personalities. I had consistently underestimated the opportunity to unlock talents fully while working in a group. I was unconscious of the notion of teamwork before the module, but I later discovered that teamwork had significant benefits. I initially did not get along well with others as I strived to keep a good reputation.

Group activities helped people who were less committed to duties improve their personalities. A positive dependency emerged in the group because teammates claimed that we could only achieve the objectives through cooperation. Cooperation in the organization was brought about via mutual help and sharing of resources. Consequently, the group reached normalcy as team members came together, recognizing each others roles and offering support. Things were a lot clearer now, and the team felt more united. The ensemble had been put together to create synergy and was now on stage. People were now efficiently working together in the group to achieve a common purpose.

I assessed my learning during the group project to determine my comprehension level and improve where necessary. I formed a lot of self-judgments, referred to various web-based questionnaires, and participated in discussions with all team members to enhance my learning. The core benefit of the group project was improved self-confidence and knowledge of the self-development needs. The group exercise helped me become more confident in making decisions, working with people of different cultures, and socializing with strangers. After self-assessment, I realized that I needed to improve my leadership skills to enhance decision-making and coordination when working with a team. I also noticed that I interacted with others poorly; thus, I ensured I improved my communication skills. It is worth noting that cultural understanding is an effective business strategy for establishing workplace harmony. I needed to be open-minded to work with people of diverse cultures and ideas. Although I was not too fond of some peoples aggressive behavior, I am glad the group taught members the essence of cooperation. The group learning experience will help me in the future; self-confidence and cultural awareness will help me co-work with others.

Business problem statement

Since the posting of mid-year financial results, a lot of pressure has been placed on the staff of Mostek Inc. to facilitate growth in business in the next half to compensate for the loss posted. This has been accompanied by strict rules on the staff to work extra hours sacrificially without compensation. In some offices like the sales and the finance, sections have been fitted with surveillance cameras to monitor workers activities remotely. Because of this several things have happened which if not handled fast may lead to worse results. People have refused to cooperate on many company matters, others are being avoided in discussions, feedback has been cut-off, teams have failed to cohere while the entire environment is filled with the blame game and unwarranted criticism (Ober 36). The overall effect is low morale and complaints from workers which directly mean the company is actually losing business.

Because of this, the alarm is with the management as they are constantly seeking to reestablish vibrance in the entire business life of the company. With communication failure, the chances of getting to the root of the problem have become hard because any attempt is treated with suspicion including shop stewards. This, therefore, calls for comprehensive uncovering of the problem through communication with the hope that the people will freely open up without fear of victimization from the management.

Mitigation process

Because of the exact depth and root cause of the problem that led to the first poor financial performance it may not be easy to give correction measures unless the problem is taken back to the people. Because of the severity of the problem, there is a need for neutral people to conduct the investigation. The survey will be carried out in places that will not put the respondents at risk of job loss.

Target groups

The questionnaire to be used in the survey will be customized to accommodate the various groups within the company including the senior management, the supervisory team, and the subordinate staff. However because the severity is in the subordinate category, it will be emphasized during the survey.

Requested information

Because of the managerial purpose of the information, the data needs to cover issues touching company rules, the regulations and policies of the company, the norms and culture of the people in the workforce, the working environment (effect of technology, communication, supervision, etc) and the goodwill of the company in response to their commitment.

Survey rationale

From the current situation the company is facing financial, people operational, and market risks simply because communication is cut off (Olson and Wu 18). It is not easy to deal with one risk while the others are ignored which is the reason that this survey seeks to cover matters that will highlight the risk level of each factor. However, because the main concern was to ensure recovery of the financial performance of the company we consider the importance of financial risk the company is facing because of the situation. We expect that once the human resource is handled then operational and market risks will automatically be handled. However financial risks may persist unless extra effort is given. There will be a need to improve financial efficiency, a faster decision-making process, optimization of production and marketing, and improved management of the Companys profit and loss account. The company, therefore, stands a chance of financial recovery if the stakeholders are put within a communicating position where feedback is flowing with respect.

Questionnaire

Check the appropriate box against each question

Part 1: Communication.

In your opinion which of the above areas need urgent attention which if improved can have a longer lasting effect on the company? ______________________________________________________________________________________________________________________________________________________________________________________________

Part 2: Employee satisfaction.

In your opinion, if these points are to be improved by the company which one deserves priority for the longest time to create most effect to the company?

Part 3: The Company.

Which of the areas mentioned above if improvements were to be made requires urgent input over a long time to ensure positive improvement of the company? ______________________________________________________________________________________________________________________________________________________________________________________________

Part 4: Company appraisal and recognition.

Which of the mentioned issues above if improvements were to be urgently handled over a long time to ensure sustainable improvement of the company? ______________________________________________________________________________________________________________________________________________________________________________________________

Covering letter

The Managing Director,

Mostek Inc.,

Company Survey on Poor Financial Performance

This survey to be conducted within the company premises is aimed at establishing the reason for reduced employee performance resulting in poor company performance. The survey gives a chance to highlight the exact motivational level among the employees with regard to company policies and rules which may have resulted in the change in attitude causing low morale and inconsistency in the companys overall employment relationship.

The survey shall be conducted within the convenience of the company at such times that will not interfere with normal operations of the company such as during breaks or during off duty time. In the effort to collect the most relevant information possible from the people, the survey team has developed a set of questionnaire questions which shall be administered to the randomly selected respondents. The support team will administer the questionnaire in a probing manner to help the respondent give the most relevant information. The survey is expected to take approximately one week (6 working days) within which all departments in the company will have been covered. To ensure this the independent team will dispatch interviewers randomly to the departments and work as independently as possible from the management of the department so as to ensure that the workers responding to the questions do not treat them with contempt. This shall form the data collection phase of the program.

Although the survey has a wide coverage on general matters on the employment relationship and employee attitude, it shall be limited in scope especially where the matters raised are injurious to the policies of the company. We expect to mainly cover the issues that have paused financial, people, and operational risks to the company as covered within the questionnaire.

As part of the recommendations to the company, the survey requires confidentiality so as to extract the most genuine information from the respondents. Therefore an assurance is required to ensure that no respondent will be victimized for the information furnished to the survey team. In this respect, we request that the team be allowed to work in absolute independence from the sectional management in order to ensure its credibility to handle the confidential information obtained. In order to ensure the solidarity of the company, the results will be released in a joint meeting of the main company stakeholders which can form an action team to implement the recommendation of the survey.

After data collection, the final draft of the findings will be available to the management and stakeholders within a month of data analysis which will be both qualitative and quantitative in nature. From the results, the company management will be able to review the company policies to align with company objectives and the objectives of the workers with an aim of synchronizing the employment relationship of the company. The results will further enhance the working environment by restoring openness in communication and feedback. This will finally help in overcoming the possible risks resulting from the attitude.

Works cited

Ober, Scot. Business Communication. 7th Ed. Cengage Learning. 2010.

Olson, David Louis and Desheng Dash Wu. Enterprise risk management. Vol.1. Singapore: World Scientific. 2008.

Abbotts nutrition business emphasizes consuming healthy products to support a persons well-being. The current shortage in baby formula is the inability of the company to provide its clients with the product and satisfy their needs, which is a communication failure. The key issues that require action are establishing adequate communication with the baby formula supplier and explaining existing problems with logistics to clients to preserve their loyalty (Provis, 2017). Understanding the needs of the target audience and the peculiarities of interacting with them are essential in effective business communication. The inability to provide clients with the baby formula is the most critical communication failure in this case because it endangers business.

These problems have affected the organizations functioning because people cannot buy the product they need. At the same time, the lack of a clear explanation of the reasons that lead to the shortage of the baby formula causes misinterpretation of the companys message. As a result, the company loses its loyal clients not only because of its inability to provide them with the baby formula but also due to the absence of contact with people (BiaBy, 2017). Both examples of communication failures are issues that businesses should avoid.

The organization took action to eliminate the discussed issues connected with a misunderstanding and inability to satisfy clients demands. For instance, Abbotts nutrition tries to show that there is no problem with baby formula suppliers in communication with clients on social media. The choice of this communicative strategy harms the companys image (Haase & Raufflet, 2017). It allows us to assume that communication with clients is equally important as finding ways to eliminate baby formula shortage. It is possible to state that the leaders actions to solve the existing communication problems are biased and do not allow the company to pursue its business goals.

References

BiaBy, B. (2017). Social mediafrom social exchange to battlefield. The Cyber Defense Review, 2(2), 6990.

Haase, M., & Raufflet, E. (2017). Ideologies in markets, organizations, and business ethics: Drafting a map: Introduction to the special issue. Journal of Business Ethics, 142(4), 629639. Web.

Provis, C. (2017). Intuition, analysis and reflection in business ethics. Journal of Business Ethics, 140(1), 515. Web.

Written communication is an integral part of most modern professions as it is a way of quickly transmitting the information. In addition, written communication and documentation helps to capture facts, data, and numbers to track major trends or find errors and improve the performance of organizations. As a logistics technician, I also need written communication skills to work with multiple stakeholders, and although my knowledge has developed significantly during the course, I will improve them to achieve success in my career.

Assessing my current writing skills, I can say that they are pretty high, and I feel confident in writing, although I still face some difficulties that need to be corrected. For example, I almost always write a wordy and vague thesis in the first draft of my essay. However, I am aware of this problem after completing the lessons; hence, I reread and rephrase the thesis several times until it becomes sufficiently informative and concise at the same time. Therefore, I do not think that I make a mistake, since the final version of my essay has a well-developed thesis, but I would like to spend less time on this detail.

Furthermore, I have some strengths that help make my writing more professional. For example, in my opinion, I am good at structuring the essay and its paragraphs so that the reader understands the main and supporting ideas. At the same time, this ability to structure also applies to e-mails and memos, which is helpful for professional communication. In addition, I believe that my work has an appropriate academic or formal tone as I have a sufficient vocabulary. However, this strength may not apply to reflections, since it is more difficult to maintain academic writing while self-criticizing. Nevertheless, while these skills are my strengths, I intend to improve them and develop my writing skills.

Written communication in logistics is as important as verbal communication as it is used to clarify all the details of supplies and routes and also helps track problems and improve the industry. For example, my job as a Traffic Management Craftsman systematically processes all inbound and outbound items from any installation in the military. Daily, I review and award government contracts; moreover, I collaborate with industry partners such as FedEx, UPS, amongst many other companies, to coordinate timeframes and movement for each item. Some of these operations require verbal communication; however, most of the details and final plans are generated by written communication via e-mail, memos, and official documentation. This approach is a mandatory requirement in logistics as written messages can be read and cross-checked by the parties. In addition, written communication using established terminology helps avoid misunderstandings caused by the poor quality of internet or phone connection or distraction by one of the parties. Thus, logistics professionals must be able to politely, clearly, and concisely formulate any requests and messages to effectively organize the pre-planning phase and the process of delivering people or goods.

The academic literature has not sufficiently studied the importance of written communication in logistics, although it is essential in most employees work. However, research in similar areas of business operations provides a general understanding of the specifics of the field. For example, Khruawan et al. (2021) note that writing e-mails is a routine business activity as they reduce the likelihood of misunderstanding and help deliver information to several people at once. In logistics, e-mail is often utilized to clarify details, form inquiries, and send final route details. However, in the internal work of the company, memos are also often used, which allow a company to record all processes and inform the employees involved in time. In addition, one of the responsibilities of a traffic management specialist is preparing and processing transportation documents, which are necessary for reporting and confirming product quality and operations (Traffic management specialist, n.d.). Thus, written communication is essential for both the external and internal operations of logistics companies.

For this reason, I intend to improve my writing skills in several ways. For example, active reading will help me remember the details of various forms of communication and put them into practice. In addition, I will expand my vocabulary using notes (Connell, 2018). I will also analyze all my mistakes and consider a recommendation to improve my writing style. However, the most important thing is a constant practice, which will help me develop my professional writing skills at a sufficient level.

In conclusion, written communication is one of the critical skills for me as a logistics manager; therefore, I will improve them to develop my career. Written communication is necessary for logistics as it allows employees to contact many parties in a short time, as well as avoid misunderstandings and keep company records. I know that my current skills are sufficient for the job due to some of my strengths, but I still face some challenges that need to be addressed. For this reason, I intend to use different methods to develop my writing skills, including active reading and practice exercises.

References

Khruawan, M., Khaourai , P., Sangthakeong, A., & Chanpermpoonpaul, S. (2021). English business email writing problems of 4th year logistics and supply chain management students of the faculty of business administration at Huachiew Chalermprakiet University. Liberal Arts Review, 16(1), 59-69.

Traffic management specialist, GS-2130-09/11. (n.d.).