Facilitate Continuous Improvement: Communication Strategies Report

This report examines communication strategies within organizations, focusing on implementing new systems for decision-making, communicating changes to employees, and the role of communication in change implementation. It discusses the importance of frontline managers, data collection, and formulating recommendations. The report also covers the use of benchmarking, best practices, and quality systems. It explains cost-benefit analysis, analytical skills for improvement, and techniques for encouraging new ideas. The report includes a demonstration of leadership skills and teamwork, explores learning options for continuous improvement like the PCDA cycle, and outlines the steps in risk management and principles of organizational learning. Finally, it references multiple sources to support the analysis.

Running head: COMMUNICATION STRATEGIES WITHIN ORGANIZATIONS
Communication Strategies within Organizations
Name of the Student
Learner ID
Name of the Unit
Author note

1COMMUNICATION STRATEGIES WITHIN ORGANIZATIONS
Assessment Task 4 – Written Assessment
1. New kind of systems could be implemented within the organisation in order to help
teams and individuals for participating within decision-making process as each of them would
need to provide some kind of views over the present topic of discussion (Karanges et al. 2015).
With the help of such systems, employees would feel the sense of responsibility for performing a
certain kind of work and thus exercise different initiative based on participating with the
changing scenarios and provide important discussions.
2. The ways of communication of changes to employees are:
a) There should be a sense of honesty that should be present within the company in order
to provide a clear view over the certain process that is changing.
b) The officials should also consider the type of emotional impact made by the change
processes for the employees.
c) The employees should be informed about the change process so that they could be
aware of the change management scenario.
3. Communication can be defined as the key during implementation of changes as it
would help shareholders and investors for supporting funding for the project (Balogun et al.
2014). Feedback should also be gained from the stakeholders so as to bring in necessary
improvements.
4. The frontline managers form an important process within the organisation and hence
have a high ability to direct, motivate and provide training to employees (Matos Marques Simoes

2COMMUNICATION STRATEGIES WITHIN ORGANIZATIONS
and Esposito 2014). Hence, they can be crucial in providing up-front training, manage employee
performance and increase their development skills.
5. Every organisation comprises of advanced systems and technology for the purpose of
monitoring over their systems and reviewing the progress made by employees. They can thus use
their systems for collecting data based on surveying and monitoring over the business processes
(Omar, Leach and March 2014). Companies make use of CRM, ERP, SAP and other such
systems in order to scale their business processes, plan for new kind of changes and then focus
over improving of strategies.
6. The formulation and communicating of recommendations based on supporting
adjustments are:
a) Presenting a simple message structure that could help employees in understand the
type of actions that could be made.
b) The needs for the business should be properly analysed based on the demands of the
market and the presented insights of customers (Zwijze-Koning and de Jong 2015). The
employees should be made aware of the realistic structure within the market and thus they should
be left for taking necessary decisions for improving the business processes.
c) The communication that would be made should be based on a top-down approach.
Hence, the communication would be made from managers to employees that would help them in
understanding about the kind of work being done.
7. The keeping of accurate performance records would majorly help the officials of the
company to understand the ways in which the previous processes within the company have been
performed. This also helps them in analysing the ways in which the previous processes within

3COMMUNICATION STRATEGIES WITHIN ORGANIZATIONS
the company have been performed and the ways in which the previous processes could be
improved further (Noe et al. 2017). This would help in developing new plans for improvement
over the current processes.
8. A principle or technique that would be associated with:
a) Benchmarking – Process benchmarking
b) Best practice – Iterative development process
c) Change management – Change leadership and ownership
d) Continuous improvement systems and processes – Changing behavior could be
discussed as more important the processes for changing.
e) Quality systems – Factual approach taken for decision making.
9. The main purposes of a cost-benefit analysis are:
a) It is used for measuring the benefits of making a decision and taking necessary action.
b) CBA could be helpful for inclusion of intangible benefits and various costs.
10. The steps that would be involved for the performing of a cost-benefit analysis are:
a) Specification of possible kind of actions.
b) Listing of all kind of possible outcomes.
c) Determination of the probability for each outcome based on the chosen options.
d) Assigning of a value based on each outcome for each option (Fernandez-Feijoo,
Romero and Ruiz 2014).

4COMMUNICATION STRATEGIES WITHIN ORGANIZATIONS
e) Summation of value time probabilities based on each option. This is defined as the
expected value for each option.
11. The analytical skills could be used for the identification of improvement opportunities
in the following ways:
a) Building of a knowledge base and sharing them with all employees based on their skill
development.
b) The perspective of thinking over a particular topic should be changed and thus
innovative aspects should be focused on.
12. An organization could struggle for coping up with changes and thus incur a negative
impact based on the following aspects:
a) During the time of inefficient processes and inclusion of new technology
b) Obsolescence of Business products
c) Influence of waning industry (Seibold, Hollingshead and Yoon 2014)
13. The techniques used for encouraging, testing and recognizing of new ideas are:
a) Stressing over the importance of bringing creativeness within the existing business
processes.
b) Allocating time for bringing new ideas.
c) Training of staff with innovation techniques.
d) Being supportive towards the employees who bring about new ideas.
e) Rewarding people having creative ideas and bringing a positive attitude towards work.

5COMMUNICATION STRATEGIES WITHIN ORGANIZATIONS
14. In this situation, I would like to showcase an example in which there was a
demonstration of leadership skills and teamwork. During performing of project, I had been the
team leader in which I had formed my own team and had asked each of my team members to
collaborate with me. I had opened myself to new kind of ideas that could be supported by my
team. Innovative ideas that were brought were looked upon by me for determining whether they
could be included within the project.
15. The different learning options that could be used for continuous improvement are:
Kanban, A3 and Plan-Do-Check-Act (PCDA) Cycle. I have made use of PCDA Cycle technique
in order to bring about continuous improvement within projects.
16. The main steps included with risk management are:
a) Identification and analysis over risks
b) Treatment over the identified risks (Frandsen and Johansen 2018).
c) Monitoring and performing review over risks
17. The general principles of organizational learning are discussed as follows:
a) Systems thinking
b) Mastery in personal knowledge and new ways of learning
c) Participating in mental models
d) Building of a shared vision (Boone 2015)
e) Engaging in team learning experience

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References
Balogun, J., Jacobs, C., Jarzabkowski, P., Mantere, S. and Vaara, E., 2014. Placing strategy
discourse in context: Sociomateriality, sensemaking, and power. Journal of Management
Studies, 51(2), pp.175-201.
Boone, J., 2015. Leading learning organizations through transformational change: Making the
case for blended learning. International Journal of Educational Management, 29(3), pp.275-283.
Fernandez-Feijoo, B., Romero, S. and Ruiz, S., 2014. Effect of stakeholders’ pressure on
transparency of sustainability reports within the GRI framework. Journal of business
ethics, 122(1), pp.53-63.
Frandsen, F. and Johansen, W., 2018. Voices in conflict? The crisis communication of meta-
organizations. Management Communication Quarterly, 32(1), pp.90-120.
Karanges, E., Johnston, K., Beatson, A. and Lings, I., 2015. The influence of internal
communication on employee engagement: A pilot study. Public Relations Review, 41(1), pp.129-
131.
Matos Marques Simoes, P. and Esposito, M., 2014. Improving change management: How
communication nature influences resistance to change. Journal of Management
Development, 33(4), pp.324-341.
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource management:
Gaining a competitive advantage. New York, NY: McGraw-Hill Education.

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Omar, A.T., Leach, D. and March, J., 2014. Collaboration between nonprofit and business
sectors: A framework to guide strategy development for nonprofit organizations. VOLUNTAS:
International Journal of Voluntary and Nonprofit Organizations, 25(3), pp.657-678.
Seibold, D.R., Hollingshead, A.B. and Yoon, K., 2014. Embedded teams and embedding
organizations. The SAGE handbook of organizational communication: Advances in theory,
research, and methods, pp.327-349.
Zwijze-Koning, K.H. and de Jong, M.D., 2015. Network analysis as a communication audit
instrument: Uncovering communicative strengths and weaknesses within organizations. Journal
of business and technical communication, 29(1), pp.36-60.