Managerial Communication

MANAGERIAL COMMUNICATION ASSIGNMENT
LONDON SCHOOL OF
COMMERCE
MANAGERIAL COMMUNICATION
ASSIGNMENT
By:
Muhammad Achar Bozdar
Student of MFP
Group B
ID:0822KKKK1009
MUHAMMAD ACHAR BOZDAR Page 1 ID: 0822KKKK1009

Table of Contents
Introduction ……………………………………………………………………... 3
Steps involved in change and how communication should be handling

At each level…………………………………………………………………………12
Effective internal communication system and describe the different

communication supports that can be used…………………………………. 10
Strategic Internal Communications…………………………………………..12
Internal Communications Strategy……………………………………………13
Explain How Change Will Impact the Communication Process……….…..

15
Recommendations about Communication for Effective Change

Management…………………………………………………………………………
18
International Project Team Communication …………………………………

21
Conclusion …………………………………………………………………………..23
References…………………………………………………………………………….2
4

Introduction:
In the every business the role of communication is very important,
running business and managing changes makes effective internal
communication a critical success factor needed to create a common
understanding of what the organization is trying to achieve in the
marketplace and the achieve there goals. This assignment purpose
increase the understanding of how internal communication is
performed in organizations undergoing change. This presents a
background that emphasizes why internal communication is so
important to organization, especially to those that undergo change of
rapid growth.

Describe the steps involved in change and how communication

should be handling at each level.
Communication changes such as these, communication was found to

be one of the most important. We have been able to extract five
lessons for communication professionals regarding the communication
of change initiatives, please find below;
1. Senior management believes that communication is not handled

well. Respondents held a variety of senior management positions. Fifty-
seven percent held the position of chief executive officer, chairperson,
president or executive director. Thirteen percent were vice presidents
or directors.
We found that while many respondents (72 percent) said in their

survey questionnaires that they had a communication strategy in
place, only 54 percent felt that managers kept employees well
informed regarding the change.
Consider the results of not having an effective communication

strategy: the case of a manufacturing company, a good example of
how to start out right and end badly.
This company sent all the right signals at the beginning: that the
downsizing was necessary, that it wasn't the employees' fault, and that
the company would do all it could to relieve the situation through
severance packages. This demonstrated a clear understanding of the
need for appropriate communication.
But then, the company added a kicker: They promised that once this
downsizing was done, there would be no more dismissals.
Two years later, they reduced staff counts again, only to promise once
more that there would be no more downsizings.
When the third downsizing occurred three years later, it was not
surprising that the company's "never again" promises were not
believed. Morale hit rock bottom, and many people didn't wait to be
told to leave. There was a mass exodus of staff, including people the
company really could not afford to lose.
In all fairness, it should be pointed out that management genuinely

believed it was telling the truth each time it said that each downsizing
would really be the last. But honestly held or not, that false optimism
meant that the company lost credibility with its employees.

The error of promising what it could not deliver - a commitment to no

more layoffs - sounds elementary, but it's the sort of thing that we see
all too often. Even a basic strategy goes a long way to preventing this
sort of problem.
A good strategic communication plan might have positioned the

original downsizing as part of continuing change, rather than as an
isolated event with a definitive end. While stating that further
downsizing was not anticipated would not provide the degree of
certainty that employees would have preferred, it might have been
more effective for the organization's longer term initiatives.
2. Communication must work with other aspects of the organization in

making a change successful. It’s indicates that there are seven success
factors for any change initiative. They are:
* Priorities: For a change initiative to be successful, it must be

embraced as a priority throughout the organization. Generally, this
seems to be well handled - 88 percent of respondents believed that top
management personally committed enough time.
* Communication: Make sure all stakeholders are kept informed of the

change.
* Involvement: Wherever possible, employees should collaborate in the

process. This seems to be a problem area, with few respondents saying
employees were given a role.
* Monitoring: Most respondents believed that their organizations did

well at tracking the change to make corrections if problems developed.
* Resistance: Any change, no matter how beneficial, will encounter

resistance. Only 45 percent of respondents said they got people to talk
openly about why they did not want to change, and only 58 percent
said they dealt with resistance in an open and constructive way.
* Resources: There must be enough financial and time resources to

complete the job.
* Reinforcement: Employees must be encouraged to act in ways that

are beneficial to the new organization. Results here were mixed - 55
percent of respondents updated their reward systems to reflect the
new environment and requirements, and 65 percent said that they had
rewarded people making a significant contribution to the success of the
change initiative.

Communication initiatives must relate well to the other six

components. For example, dealing with resistance is largely a
communication function, and reinforcement will not work unless all
members of the organization have been made aware of any changes to
the reward structure.
3. Change initiatives require sufficient time and resources to complete.

WE found that in some ways, this was done well: 80 percent of
respondents said they had invested adequate financial resources and
70 percent had allocated sufficient time lines to the change. However,
only 56 percent of respondents said all employees had access to
training, information, support and resources.
This is consistent with our experience that employees often do not feel
they receive sufficient training, information and support. Take the time
to train supervisors and managers on how to communicate with staff
and how to respond to questions and concerns.
Comments from respondents echo this concern: "Whatever time you

think it will take, whatever cost you think it will be double it!' 'Add
more dedicated resources, namely head count devoted to delivering
plan." "Even stronger commitment of capital and human resources to
try and shorten the process."
4. People must be told how the change will affect them personally. In
many major changes, there is a significant knowledge gap: Just 37
percent said that people at all levels of the organization had a clear
and realistic understanding of how they, and their jobs, would be
affected by the change.
In the case above, the first messages sent to employees, shareholders

or not, were about the status of their jobs. Second, the employee-
shareholders were told about the effect that the change would have on
their investments.
A. The success of any change is directly related to its acceptance by

employees, and employees will naturally be concerned with their own
welfare first.
What can we learn from this example? For one thing, that change is
inevitable, and that a major strategic advantage comes to
organizations that do it well.
B. Second, the success of the change is directly related to its

acceptance by employees, and that acceptance is influenced by the

appropriateness of the communication to the organization. In one

downsizing example, that meant a personal address to employees at a
meeting, held by the president.
5. Give senior and middle management people the communication

skills they need. WE found that only 46 percent of respondents said
management received training in effective change management and
techniques. This translates into a knowledge gap.
It's up to these people in management to deal with the "cultural

distress" that occurs in any sort of change - the organizational fabric is
affected, and this causes discomfort and concern among members. The
most common response to this is to seek information - anything that
will help employees understand where they are going. And it's
important to realize that "information" is not restricted to the
newsletters, meetings, videos and intranet sites the company
produces.
In any change, the informal "grapevine" communication network grows

tremendously. Information both true and false travels around the
company with astonishing speed, and it is often taken by employees to
be more reliable than anything found in the "official" sources. So work
with the grapevine, not against it.
Push the message down so that it is received by the person most

employees prefer to hear from - their immediate supervisor.
In any organization, there are "key mouthpieces" - individuals who are

like switchboards on the grapevine, who influence many people in what
they say. Often, they're individuals who have a chance to talk to many
different people in their work. Get them involved.
You may also want to set up a rumor line. For people who have
questions about the change, suggest they call in from the outside,
where their call can't be traced and anonymity is preserved. A special
mailbox in the voicemail system receives their questions, and someone
in authority then posts the answers, possibly on a physical or "virtual"
bulletin board on the E-mail system, or in a newsletter.
As the study found, it's important that the communication process

provide channels for feedback - for employees to express their
opinions, recommendations and concerns.
But while our experience is that the communication needs are greatest
with the "front line" staff lowest on the organizational pyramid, to

reach them it is essential to build better links with all levels of the
organization.
Pay particular attention to the needs of middle management.
While senior management members have likely discussed the change,

understand the need for it and are on-board, this does not necessarily
apply to middle management and it is here that the process often
breaks down.
These people are naturally concerned about their own situations first,
and any communication strategy has to take them into account. Many
of them feel threatened by the change - possibly for their jobs, or
seniority, or prospects for advancement.
In this environment, it's unreasonable to ask middle management to

think of the company's best interests. This may cause them to distort
top management's message, consciously or unconsciously.
Find out what their concerns are. Quite likely, they will be concerned
about how it will disrupt their lives and work, and what's in it for them,
both positive and negative. They need to know that they will be okay.
In this instance, "OK" doesn't necessarily mean that their jobs are
secure. In some cases, you can give them that message. But in others,
these people can only be assured that the company will look after
them as best it can. If middle management members must be
released, they need to be reassured that they will have a good
severance package, including outplacement counseling.
But in all cases, middle management must understand the need for the
change. Then, these people can give a coherent message to their
direct reports, and so on down the line.
Any change is stressful, even one such as an acquisition that may be

positive for the organization and its people. Communication
professionals doing their job can go a long way in making the process
the best possible for everyone.
RELATED ARTICLE: Select your messages carefully
A downsizing can be one of the most difficult challenges facing a

communicator.

Consider this case: An industrial division of a larger company was

forced to reduce its work force because the division was about to be
sold.
Corporate management saw that its work force could be divided into
three parts: those employees who would be dismissed immediately,
those who would be needed to keep the operation running for about
three to six months until the division was sold, and those it wanted to
keep for the longer term. Different communication packages were
prepared, and middle management was coached appropriately.
Those to be dismissed right away were given the legal minimum notice
and provided with an outplacement package, clearly explained to
them.
For the group to be kept in the short term, it was not so simple. These
people were offered a standard severance package, but told that there
was a possibility that they would be kept on for some time. They were
offered a "stay-put bonus," payable only if they stayed on until
management was ready to release them. If they left early, their
severance package would be drastically curtailed.
As it turned out, some of these people left as soon as they had another
job offer - reasoning that they might not have other work to go to if
they waited until the company asked them to leave. However, enough
of these people stayed on to allow the company to prepare the division
for sale.
For the third "keeper" group, the company developed "golden

handcuffs" package that induced most of these people to stay on.
In this case, communication was key. Without it, employees would not
have understood the situation, or accepted that the company was
doing all that it could to meet their needs.

Thoroughly describe an effective internal communication

system and describe the different communication supports
that can be used.
Internal communications can be defined as the direct two way

communications between employers and their staff. Effective internal
communication - which can be said to be "downward, upward and
horizontal”, is a vital means of addressing organisational concerns.
Effective internal communication has been shown to help improve

employee engagement through; increased job satisfaction, safety and
decreased absenteeism, grievances and staff turnover. Such
improvements are linked to improved productivity and overall
profitability.
Clients
Incoming
information Internal Peers
communication
Policymakers
AN OVERVIEW OF THE INTERNAL COMMUNICATION PLANNING

(ICP) PROCESS:
First, we need to understand that we plan for internal communication

for a long term time period. Since the effects of communication exert
themselves over an extended period, we need to look at an approach
that will extend over years. While event based tactical communication
planning is reactive and short term, strategic ICP is by it's nature,
longer term and proactive.
As such, before we begin ICP, we need to be clear what kind of

workplace we are attempting to create and what values, principles and
procedures need to be in place so that our versioned workplace comes

about. So, as with other kinds of strategic planning, we first decide the
kind of organization we want, then we plan a communication approach
to bring that vision to life.
Next, we need to consider a very broad approach to communication.

Often, even organizations who address internal communication fail
because they understand the organization communication process as a
limited process--one that includes only what we normally think of as
communication methods. For example, they formulate a vision
statement, or statement of principles, and plaster it all over the
organization, without considering that the behavior of managers and
the decisions that are made in the organization are the "real
communication tools". What results is a situation where the "formal"
communications say one thing to staff, while decision-making and
actions send a conflicting message. It's almost better to do nothing at
all, since an inconsistent, non-comprehensive approach to
communication breeds resentment and cynicism.
So, the key elements:

Long-term focus
Clear values, goals
Comprehensive, pervasive methods
Consistent messages
OUTLINE OF ICP STEPS
The details of how one plan for internal communication to create a

coherent culture will vary depending on a number of factors, one of the
most important being the size/level of the organization we are looking
at. In a small organization, a branch manager/director may draft an
internal communication strategy by him/herself, particularly if the
elements of communication in the organization are under his/her
control. Or, the manager can consult with staff regarding the kinds of
information staff feel they need.
In larger organization, internal communication strategies need to

include many more players (eg. senior executives, managers, HR
people, etc).
Staff plays a crucial role in building a Organization’s reputation.

Whether they are frontline staff or officers representing the
Organization externally, the way they behave and how they talk about
the Organization can have a huge impact. Good internal
communications is therefore very important in helping a Organization
achieve its objectives.

Organization staff are less likely to speak well of the organization than
private sector employees – with only one in three likely to speak up for
the Organization and sell its work externally
the Organizations that perform most effectively are most likely to have
staff who would speak up for their Organization externally
Organizations that keep their staff well informed are rewarded with
more motivated staff and, it seems, better comprehensive
performance assessment (CPA) scores.
When Kirklees Organization won the 'Local Government Chronicle'

(LGC) 2008 'Organization of the Year' Award, the judges specifically
praised the authority for its superb engagement with its staff.
Getting your internal communications right is crucially important at a

time of organisational change, for example, for those districts and
counties which have just become unitary authorities.
Communicating well with staff – consulting, listening to and involving

them – is one of the 12 core actions of the Local Government
Association's (LGA) Reputation campaign.
More about the 12 core actions
Good internal communications will:

Help create a 'can-do' culture and build a committed and high-
performing workforce focused on achieving the Organization’s goals
Boost morale and motivation
Encourage staff to be your ambassadors
Help the organization learn – your staffs are a vital source of
information and ideas
provide a better customer service – informed frontline and other staff
will be up to speed on what’s happening in the Organization and why.
STRATEGIC INTERNAL COMMUNICATIONS
A strategic approach is needed to make sure that you are focusing on

the right things at the right time and that you are making an impact.
The best way to do this is to develop an internal communications

strategy which takes you from where you are now to where you want
to be, and sketches out how you will get there. It should be backed up
by a detailed action plan.
INTERNAL COMMUNICATIONS AUDIT

Start by carrying out an internal communications audit.
Look at the results from staff surveys and focus groups to measure:
How staffs feel about the Organization?
Their understanding of what the Organization is trying to achieve
Their role in it?
Talk to senior managers and members to get their perspective.
Scrutinize how the Organization is perceived externally by looking at

findings from:
Inspection reports
Residents’ surveys
Focus groups
Youth or citizens’ panels.
The evidence collected from the audit sets the baseline data from
which the Organization can measure its performance and success of its
strategy.
INTERNAL COMMUNICATIONS STRATEGY
The next stage is to develop an internal communications strategy

which sets out your internal communication objectives and broadly
how you will achieve them. This should be driven by the
communications team but you may want to develop it with your human
resources (HR) team to ensure that their objectives are included.
Your internal communications strategy may include:
Where you are now – a summary of the audit findings

Where you want to get to – key priorities and clear aims and objectives,
including targets
Who your key stakeholders are, for example staff, managers, unions,
members
Key messages
Milestones
'Quick wins'
Resources available – budgets and staff
The communications tools you will use, for example, poster campaigns,
staff road shows, managers’ seminars, team briefings, newsletters
Evaluation – how you will measure success.
Your strategy should involve plenty of two-way communications. Make

sure that a pledge to ‘listen to staff’ is backed up by visible action.

Otherwise your improved communications is likely to be met with

cynicism rather than trust.
INTERNAL COMMUNICATIONS ACTION PLAN
A good action plan will tie in directly with the strategy, setting out the
activities, targets, deadlines and resources needed to implement each
element of the strategy. It will also identify lead officers responsible for
each action, and build in evaluation so that you can monitor the
success of each action.
The action plan is a working document which can be updated and

revised as targets are met, circumstances change or new objectives
are identified.
TOP TIPS FOR COMMUNICATING WITH STAFF
When it comes to big issues or bad news, staff strongly prefer regular
face-to-face contact – with both top and line management. This makes
them feel valued and provides an opportunity for questions and
discussion.
They do not like formats, such as videos, that do not allow them to
question managers directly. You can use top-down tools – such as
newsletters and emails – to reinforce key messages but they should
not replace face-to-face contact on important issues.
TIPS FOR YOUR INTERNAL COMMUNICATIONS
Make it two-way – that means listening and acting on it too.

Make it face-to-face as much as possible.
Explain your vision, values and messages – so that staff understands
how their own work and individual services or projects fit into the
bigger picture.
Make it interesting and focused – staff bombarded with emails will
switch off. Plan your internal communications and be imaginative.
Be honest – tell the bad news as well as the good news – say when you
can't give the full picture making it clear when more information will be
available.
Involve managers – staff likes to find out about issues that affect them
from their line managers.
Tie it in with external communications – staff feels valued if they know
important Organization news as soon as possible. Don’t make them
read about it first in the local paper.
Find out how your staff prefers to be communicated with.

EXPLAIN HOW CHANGE WILL IMPACT THE COMMUNICATION

PROCESS
Communication is the backbone of any operational

transformation. The classic communication challenge--the
right message to the right audience at the right time--is even
more important with change. To build buy-in, a
communication program should begin as soon as
investigation of a potential change is initiated, and should
continue until a steady state of operations is resumed.
Once a change is approved for implementation, a

communication strategy and plan must be developed. A
communication plan has three elements: content, context,
and timing. It answers the questions of who, what, when and
how.
Content and Context
The content (what) element is made up of the vision, value

proposition, concrete plans for change, the action required
from the audience, and status updates. The context (who
and how) element factors the stages of change, the various
stakeholders, the impact of change on each stakeholder, and
the various communication vehicles. The timing (when)
element reflects the changing communication needs before,
during, and after implementation. These elements are
interwoven and need to be developed in tandem.
The motivation levels and communication needs of the

stakeholders vary at different stages of the transformation
process. A performance chain framework describes the
stages through which an individual or group rationalize
change. The framework illustrates the appropriate timing of
communications.
Active Campaigners for Change

The simple goal of communication is to move all the

stakeholders in the performance chain from a state of
awareness to a state of performance, where they become
active campaigners for the change as opposed to passive
campaigners (as described in the knowledge stage.) The
critical stage is inquisition, where the link can break either
because the individual or group does not support the change
or becomes indifferent to it.
All stakeholders progress through the stages in the

performance chain at different speeds.
In a typical scenario, change is implemented by a core team

responsible for developing and implementing a
communication plan. The core team has representatives
from each of the impacted areas, including manufacturing,
engineering, human resources, and procurement, and is
assisted by extended team members. The end-users, often
the ones most affected by the change, are likely to be the
larger population, as well as the one with the least amount of
information about the change. Core team members are likely
to become active campaigners for the change much faster
than extended team members. The core team receives
communication every day as an incentive to complete the
change, while the extended team members receive
communication less frequently. So at any point during the
change, end users will be further to the left of the chain than
the extended or core team members.
In addition, the level of communication efforts required

increases as stakeholder group’s progress through the chain.
Communication Effort by Stage
You can design an effective communication plan once you

understand the context and timing of communication.
The first step in communicating change is identifying key

stakeholders. Supply chain transformation involves external

players in addition to internal ones. Focused and partitioned

communication has to be developed for major stakeholders,
including employees, customers, suppliers, and analysts, and
should begin with the strategy for transformation.
Communication with suppliers has traditionally been
adversarial in nature as suppliers are just "told" what is
required. However, given the benefits of long-term supplier
relationships, individuals or groups within the supplier's
organization must also be identified and handled separately,
rather aggregating all suppliers as one stakeholder.
The individual sending the message must present the

message clearly and in detail, and radiate integrity and
authenticity.
The person receiving the message must decide to listen, ask

questions for clarity, and trust the sender of the message.
The delivery method chosen must suit the circumstances

and the needs of both the sender and the receiver.
The content of the message has to resonate and connect, on

some level, with the already-held beliefs of the receiver.
With all of this going on in a communication, I think it’s a

wonder that organizations ever do it well.
Change management practitioners have provided a broad

range of suggestions about how to communicate well during
any organizational changes.
Recommendations about Communication for Effective

Change Management

o Develop a written communication plan to ensure that all

of the following occur within your change management
process.
o Communicate consistently, frequently, and through

multiple channels, including speaking, writing, video,
training, focus groups, bulletin boards, Intranets, and
more about the change.
o Communicate all that is known about the changes, as

quickly as the information is available. (Make clear that
your bias is toward instant communication, so some of
the details may change at a later date. Tell people that
your other choice is to hold all communication until you
are positive about the decisions. This is disastrous in
effective change management.
o Provide significant amounts of time for people to ask

questions, request clarification, and provide input. If
you have been part of a scenario in which a leader
presented changes, on overhead transparencies, to a
large group, and then fled, you know what bad news
this is for change integration.
o Clearly communicate the vision, the mission, and the

objectives of the change management effort. Help
people to understand how these changes will affect
them personally. (If you don’t help with this process,
people will make up their own stories, usually more
negative than the truth.)
o Recognize that true communication is a “conversation.”

It is two-way and real discussion must result. It cannot
be just a presentation.

o The change leaders or sponsors need to spend time

conversing one-on-one or in small groups with the
people who are expected to make the changes.
o Communicate the reasons for the changes in such a

way that people understand the context, the purpose,
and the need. Practitioners have called this: “building a
memorable, conceptual framework,” and “creating a
theoretical framework to underpin the change.”
o Provide answers to questions only if you know the

answer. Leaders destroy their credibility when they
provide incorrect information or appear to stumble or
back-peddle, when providing an answer. It is much
better to say you don’t know, and that you will try to
find out.
o Leaders need to listen. Avoid defensiveness, excuse-

making, and answers that are given too quickly. Act
with thoughtfulness.
o Make leaders and change sponsors available, daily

when possible, to mingle with others in the workplace.
o Hold interactive workshops and forums in which all

employees can explore the changes together, while
learning more. Use training as a form of interactive
communication and as an opportunity for people to
safely explore new behaviors and ideas about change
and change management. All levels of the organization
must participate in the same sessions.

o Communication should be proactive. If the rumor mill is

already in action, the organization has waited too long
to communicate.
o Provide opportunities for people to network with each

other, both formally and informally, to share ideas
about change and change management.
o Publicly review the measurements that are in place to

chart progress in the change management and change
efforts.
o Publicize rewards and recognition for positive

approaches and accomplishments in the changes and
change management. Celebrate each small win
publicly.
INTERNATIONAL PROJECT TEAM COMMUNICATION
It is well documented that international projects often fail to

deliver results as efficiently as possible. The challenges of
collaborating virtually and different approaches to
international working processes lead to breakdowns in
communication and a failure to realize diversity synergies.
We support individuals working in international projects and

international project teams with seminars which develop the
awareness and skills to cooperate effectively in diverse
international teams. We also facilitate kick-off meetings
which integrate international team building.
Our support can offer significant benefits with project staff

better able to:

o Understand cultural diversity having mapped the

dimensions of business culture significant in their own
international project teamwork.
o Develop working relationships across cultures with a

broad range of project stakeholders.
o Communicate transparently: understand how to set

goals and define roles more clearly when interfacing
with international team members.
o Develop an international project team culture by
facilitating the set up of common norms and standards
for effective international teamwork.
o Understand and manage typical conflicts arising from

their international project environment.
o Maximize the range of insights and approaches within

diverse terms to reach more innovative solutions
Draft recommendations for managers having to communicate

in a context of change.
Over the years, a lot of time and effort has been spent studying the
causes of failed organizational change initiatives.
The majority of studies have found that employee resistance and a lack
of proper training are key hindrances to organizational change.
What Can a Manager Do?
Do not ignore the people side of “change management”
The practice of Change Management is a combination of the methods

used by people (usually management teams) within organizations to
ensure organizational transition is completed efficiently and effectively.
It is extremely important that management teams consider the “people
side” of any organizational change. Too often, managers look at
change management as a technical process, rather than a human one.
This makes

sense, since the field of Change Management is described as the study

of “approaches” or “processes” an organization follows when moving
from its current state to a desired state. Many academic pieces discuss
how changes to structures, processes, policies, and technologies will
improve efficiencies. The buzz-words used to describe this type of
organizational change include: organizational reorganization, corporate
restructuring,
process re-engineering, resource reallocation, etc. For any of these
change processes to work, however, the impact they will have on
people cannot be overlooked or discounted. If these impacts are
ignored, the change initiative will likely fail.
Hone interpersonal and communication skills

During the 1980s and 1990s, managers were told that they needed to
focus their efforts on managing resistance to their change initiatives.
The most common suggestion was for managers to hone their
interpersonal and communication skills so that they could help their
staff overcome the pains associated with change.
Courses like Global Knowledge’s Management and Leadership Skills for

New Managers and People Skills for Project Managers offer managers
training in the types of interpersonal and management skills needed to
help with staff deal with change. The skills that can help managers
“manage change” include: motivational techniques; team building,
coaching, feedback, setting priorities, negotiating priorities, stress
management, dealing with conflict, systematic problem-solving, and
effective delegation.
Become a “Change Promoter”

Global Knowledge’s Change Management Implementation Survey
found that employees were still confused about the new requirements
and unprepared to handle them.
“This end-user confusion and training avoidance demonstrates that

managing change for employees is something that is still not fully
understood."
Managing in today’s organizations means one must constantly identify

when and where change is needed.
Managers need to be able to advocate for these transitions to their

superiors, their stakeholders, and their staff. In other words, change
has to be communicated up, down, and out. This requires a set of skills
that may be new to many managers – namely, skills related to planning

and managing corporate communications. If a manager sees a way for

change to improve business, he or she needs to be able to present a
briefing to superiors. This briefing must include the effects on
employees in the cost/benefit analysis. Good managers will know this
because they have already discussed the change idea with their staff
and heard their professional input and personal concerns. If their
change initiative is accepted, they will need to work with other affected
managers to develop a project plan, including a plan for regular
communications to staff to inform them of the changes, to explain the
rationale, and to ensure buy-in (i.e., ease resistance).
Overcoming Resistance
Managers should not ignore employees’ resistance. They should find the
reasons behind the resistance and design strategies to overcome it. Often the
simplest way to do this is to involve people in the exploration and planning
phases. Managers should provide considerable time for employee to ask
questions, request explanation, and give input
Conclusion
The communication change process in organization is a complicated one due

to individual biases and abilities and organizational characteristics such as
hierarchy or specialization. One aspect of organization is a set of
arrangement for achieving objectives and goals through collective activity.
Effective Internal communication has an importance of backbone in the
progress and productivity of any organization. If there would be lack of
effective internal communication and employees are not being updated by
time to time about the organizational working and what type of changes the
board of directors wants to bring in the organization, the productivity of that
organization will lack. There will be no inclination of effectiveness but
declination from the employees.
The most important reason of this assignment is to increase the

understanding of ‘How internal communication is performed in organization
and how change can be handled at all levels in organization.’ As change in
organization has also become a regular fact which should be concentrated to
and managed properly sequentially to make sure organizational survival.


References:
Balanced Scorecard: Step-by-Step for Government and Nonprofit
Agencies Paul R. Niven - Business & Economics - 2008
Communication and education skills for dietetics professionals Betsy B.

Holli, Richard J. Calabrese, Julie O'Sullivan Maillet - Medical – 2003
Effective Internal Communication

Lyn Smith, Pamela Mounter - Business & Economics - 2008
Leadership Communication,
Deborah Barrett - Business & Economics – 2005
Making the connections: using internal communication to turn strategy

into
Bill Quirke - Business & Economics – 2000
The portable MBA in project management

Eric Verzuh - Business & Economics - 2003
Safety Management: A Guide for Facility Managers

Joseph F. Gustin - Business & Economics – 2008
Effective internal communication-

Lyn Smith, Pamela Mounter - Business & Economics – 2005
Group communication in context: studies in bona fide groups -

Lawrence R. Frey - Psychology - 2003
www.projectmanagementonline.blogspot.com/.../improving-team-
communication- with-moss.html
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Managerial Communication

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MANAGERIAL COMMUNICATION ASSIGNMENT

MUHAMMAD ACHAR BOZDAR Page 1 ID: 0822KKKK1009

Steps involved in change and how communication should be handling

Effective internal communication system and describe the different

Strategic Internal Communications…………………………………………..12

Internal Communications Strategy……………………………………………13

Explain How Change Will Impact the Communication Process……….…..

Recommendations about Communication for Effective Change

International Project Team Communication …………………………………

MUHAMMAD ACHAR BOZDAR Page 2 ID: 0822KKKK1009

MUHAMMAD ACHAR BOZDAR Page 3 ID: 0822KKKK1009

Describe the steps involved in change and how communication

Communication changes such as these, communication was found to

1. Senior management believes that communication is not handled

We found that while many respondents (72 percent) said in their

Consider the results of not having an effective communication

In all fairness, it should be pointed out that management genuinely

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The error of promising what it could not deliver - a commitment to no

A good strategic communication plan might have positioned the

2. Communication must work with other aspects of the organization in

* Priorities: For a change initiative to be successful, it must be

* Communication: Make sure all stakeholders are kept informed of the

* Involvement: Wherever possible, employees should collaborate in the

* Monitoring: Most respondents believed that their organizations did

* Resistance: Any change, no matter how beneficial, will encounter

* Resources: There must be enough financial and time resources to

* Reinforcement: Employees must be encouraged to act in ways that

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Communication initiatives must relate well to the other six

3. Change initiatives require sufficient time and resources to complete.

Comments from respondents echo this concern: "Whatever time you

In the case above, the first messages sent to employees, shareholders

A. The success of any change is directly related to its acceptance by

B. Second, the success of the change is directly related to its

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appropriateness of the communication to the organization. In one

5. Give senior and middle management people the communication

It's up to these people in management to deal with the "cultural

In any change, the informal "grapevine" communication network grows

Push the message down so that it is received by the person most

In any organization, there are "key mouthpieces" - individuals who are

As the study found, it's important that the communication process

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Pay particular attention to the needs of middle management.

While senior management members have likely discussed the change,

In this environment, it's unreasonable to ask middle management to

Any change is stressful, even one such as an acquisition that may be

RELATED ARTICLE: Select your messages carefully

A downsizing can be one of the most difficult challenges facing a

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Consider this case: An industrial division of a larger company was

For the third "keeper" group, the company developed "golden

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Thoroughly describe an effective internal communication

Internal communications can be defined as the direct two way

Effective internal communication has been shown to help improve

AN OVERVIEW OF THE INTERNAL COMMUNICATION PLANNING

First, we need to understand that we plan for internal communication

As such, before we begin ICP, we need to be clear what kind of

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Next, we need to consider a very broad approach to communication.

So, the key elements: