Communication Strategies of McGrath Limited and Beulah International Pty Ltd

This presentation discusses the communication strategies of McGrath Limited and Beulah International Pty Ltd. It explores the importance of effective communication in enhancing productivity and decision-making in organizations. The presentation also highlights the background of the companies and their strengths, weaknesses, opportunities, and threats. Additionally, it provides recommendations for improving communication within the organizations.

COMMUNICATION IN BUSINESS
MCGRATH Limited and Beulah International Pty
Ltd.

INTRODUCTION TO COMMUNICATION
 Productive communication between the management
and the workforce assist an organization in enhancing
the rate of productivity while operating in diverse global
markets (Ruiz et al. 2014)
 Efficient communication networks between the different
levels of management assist an organization in
maintaining the efficiency of the decisions that are
undertaken by the same
 Development of appropriate communication based
networks in the organizational processes supports in
inducing collaborative functioning of the different
departments

BACKGROUND OF THE COMPANIES
Local real estate Company: MCGRATH LIMITED
 The company was established in the year 1988 located
in Paddington, Sydney
 The major activities of the venture was based on
integrity and transparency
 Currently the concerned venture operates through
establishment of 95 offices throughout the East Coast of
Australia (Mcgrath.com.au 2019)
 McGrath operates five business units while assisting the
clients with residential property sales, property
management, mortgage broking, auction services and
the like

BACKGROUND OF THE COMPANIES
International real estate Company: Beulah
International
 The business aimed at providing services related to
international property development and investment
company, which was established in the year 1994
(Lauring and Klitmøller 2015)
 The concerned organization is based in Melbourne with
the regional unit in Kuala Lumpur
 Beulah International has taken steps to expand the
venture throughout the Asia- Pacific region through
collaboration with different partners
(Beulahinternational.com 2019)

COMMUNICATION STRATEGIES OF
MCGRATH LIMITED
 Presentation of the message in a
lucid manner (Kleckner and Marshall
2014)
 Formal communication among the
stakeholders
 Utilization of social media tools for
integrating the actions of the
stakeholders
 Board meeting with the
stakeholders

COMMUNICATION STRATEGIES OF
BEULAH INTERNATIONAL PTY LTD.
 Continuous interaction with the
employees and stakeholders
 Development of intranet portals
 Centralized management and
communication
 Meetings and seminars

SWOT OF MCGRATH LIMITED
Strengths
 Enhanced Presentation of the message
 Social media utilization
 Meetings and seminars
Weaknesses
 Formal communication with stakeholders
 Lack of consultation
Opportunities
 Developing dedicated intranet portals
 Maximizing the engagement of the employees in the
process through communication with the same
 Developing open office environment
Threats
 The stakeholders do not approach the management
with the issues faced by the same due to the
formalities and the enhanced power- distance gap

SWOT OF BEULAH INTERNATIONAL PTY LTD.
Strengths
 Continuous interactions with the stakeholders
 Development of different social media
communication platforms
 Creation of a dedicated portal
Weaknesses
 Continuous interaction with the stakeholders
might hamper the flow of work
Opportunities
 Developing audio visual facilities for improving
communication and briefing practices
 Development of positive environment in the
workforce
Threats
 Centralized management created confusion in the
activities and dissatisfaction among the stakeholders
due to authoritative control (Steele and
Plenty 2015)

FINDINGS FROM THE DIFFERENCES OF
COMMUNICATION STRATEGIES
 The MCGRATH Limited being a local organization followed a formal
approach of communication, which restricted the stakeholders to discuss
freely their concerns with the management
 The lack of engagement of the stakeholders in the processes affected
the capabilities of the organization in maintaining the efficiency of the
operations
 The centralized management systems of Beulah International Pty
Ltd have affected the morale of the employees while operating on the
different principles of the venture
 The top- down decision making system and the lack of suitable
networking and communication has affected the capabilities of the
concerned organization in developing the operational capabilities of the
same
 On the other hand, the lack of transparency in the centralized
management system has affected the capabilities of the organization in
maintaining the efficiency of the operations

RECOMMENDED ACTIONS THAT MIGHT BE
UNDERTAKEN BY THE ORGANIZATIONS
 Bringing forth changes in the
organizational culture and decision
making systems
 Development of an Open Door policy
 Establishing sound communication
systems

REFERENCES
 Beulahinternational.com (2019). BEULAH | Beulah International - Real Estate Developer
Melbourne. [online] Beulahinternational.com. Available at: https://beulahinternational.com/
[Accessed 16 May 2019].
 Kleckner, M.J. and Marshall, C.R., 2014. Critical communication skills: Developing course
competencies to meet workforce needs. The Journal of Research in Business
Education, 56(2), p.59.
 Lauring, J. and Klitmøller, A., 2015. Corporate language-based communication avoidance in
MNCs: A multi-sited ethnography approach. Journal of World Business, 50(1), pp.46-55.
 Mcgrath.com.au (2019). McGrath Estate Agents - Property Listings, Rentals & Sales.
[online] Mcgrath.com.au. Available at: https://www.mcgrath.com.au/ [Accessed 16 May
2019].
 Ruiz, M., Costal, D., España, S., Franch, X. and Pastor, Ó., 2014, June. Integrating the goal
and business process perspectives in information system analysis. In International
Conference on Advanced Information Systems Engineering(pp. 332-346). Springer, Cham.
 Steele, G.A. and Plenty, D., 2015. Supervisor–subordinate communication competence and
job and communication satisfaction. International Journal of Business
Communication, 52(3), pp.294-318.