JKL Industries: Operational Changes and Communication Improvements

This report analyzes the operational changes at JKL Industries, focusing on their shift from rentals to retail sales and service after 12 years in business. It identifies key communication issues encountered as a consultant, including a lack of overarching information management, slow response times, ineffective communication of ideas, and insufficient consultation. The report proposes strategies to resolve these issues, such as defining the problem, examining potential causes, identifying alternatives, and developing an implementation plan. Adopted strategies include highlighting critical action areas, establishing a baseline, making smarter decisions, leveraging communication sources, demonstrating commitment to change, and driving accountability to improve overall organizational effectiveness. This document is available on Desklib, a platform offering a wide range of study resources, including past papers and solved assignments, to support students.

Running head: OPERATIONS
Operations
Name of the Student:
Name of the University:
Author Note:

1OPERATIONS
Table of Contents
1. Changes of the Given Business during 12 Years Operation..................................................2
2. Main Communication Issues Encountered As Consultant and the Concerned Duties..........3
3. How to Resolve Issues and the Strategies Adopted...............................................................3
References:.................................................................................................................................5

2OPERATIONS
1. Changes of the Given Business during 12 Years Operation
During the 12 years of its operation, JKL Industries have primarily focused on the
small trucks and the forklifts after which the organization negotiated its sales right towards
variety of medium and large sized truck from the overseas supplier. The opportunity will
ensure competitive advantage of the JKL Industry over the competitors. In the last five years,
the sales figures have resulted in stronger growth of sales of truck and the forklift that put
across close to 10 percent of the growth in sales. However the market for the rental has
experienced decline in the last three years as a result of reduced cost of the vehicles and
taxation benefits provided to the industry for the purchase of the vehicles.
The company underwent change in repositioning itself and by focusing solely on the
retail service and sales while making an exit from the rental market where forces such as
consumer choice and competition reduces profitability. Besides, the organizations also plan
for recruitment within firm and ensure re skilling the existing employees working in the
rentals provided they express a desire in remaining with it. JKL Industries also intend to
maintain and build positive organizational structure that helps in reducing the risk, resolve
grievances of the employee and thereby achieve organizational goals. The change in the
organizational structure will therefore help in the development of the effective policy
framework for management of internal consultation and communication based on the
business ethics, compliance requirements and the organisational objectives (Jones 2013). It
would also ensure building and communication of support for the organizational objectives
and initiatives. Further, the change will also ensure management of the flow of information
by providing the employees and the managers with necessary information in the performance
of the task, communication of required ideas for improvement and facilitation of the feedback
from the management as well as the employees (Van der Voet 2014).

3OPERATIONS
2. Main Communication Issues Encountered As Consultant and the Concerned Duties
The key communication issues include (Angouri 2013):
 Lack of the an overarching approach of the information management that aids in the
promotion of the common understanding of the organization values and the team
goals thereby helping in building the strategic relationships.
 Slower response towards the needs of the internal as well as the external customers
 Ineffective and slower communication and implementation of the ideas for the
improved process
 Ineffective use of the various social platforms and the modernized communication
technologies
 Insufficient consultation resulting in the risk of the compliance and thereby resulting
in little information flow from the employees to the management.
 Inconsistency in the application of procedures related to managers grievance that
posed a risk to the employee relations.
 Poor means of employee empowerment, engagement and the accountability of the
work performance
 Lack of awareness of information related to organizational values, ethics and goals.
Therefore, as a consultant it is necessary in updating and revising process and strategies
that will ensure management of information and communication flow within organization
(Margerison 2017).
3. How to Resolve Issues and the Strategies Adopted
It is however the utmost duty of the consultant to work towards resolving issues. In
other words consultants should possess the philosophy of addressing the priorities instead of

4OPERATIONS
the problems (Dawson-Shepherd, Kellner and Neumann 2013). A consultant can however
resolve issues by adopting the following means:
 By defining the problem
 By examining all the potential causes of the problem
 Through identification of all the alternatives in resolving the issue
 Through careful selection of an alternative
 Through the development of an implementation plan for implementation of the
best alternative
 Through careful monitoring of implementation plan
 Through verification of the resolution of the problem.
However, the strategies adopted by the consultant include (Grunig 2013):
1. Highlighting the issues and point out the critical action areas: This will enable the
organizations in targeting towards one of the critical areas thereby allowing adoption of more
prescriptive approach and faster and better results.
2. Establishment of a baseline: This helps in providing the base for comparison between the
things that working fine and areas that requires adoption of strategies.
3. Making smarter decisions: This will help in the achievement of the business and the
communication outcome
4. Leveraging the sources of communication: This helps in understanding how the
communication works across various employee levels.
5. Demonstration of commitment towards Change: This represents the act of measurement of
the change and will remain valued by the employees

5OPERATIONS
6. Driving accountability: If the leaders as well as the managers are judged on the
communications efforts, they will pay more attention towards when and how the employees
are engaged.

6OPERATIONS
References:
Angouri, J., 2013. The multilingual reality of the multinational workplace: Language policy
and language use. Journal of Multilingual and Multicultural Development, 34(6), pp.564-
581.
Dawson-Shepherd, A., Kellner, K. and Neumann, J.E., 2013. Developing organisational
consultancy. Routledge.
Grunig, J.E., 2013. Excellence in public relations and communication management.
Routledge.
Jones, G.R., 2013. Organizational theory, design, and change. Upper Saddle River, NJ:
Pearson,
Margerison, C.J., 2017. Managerial Consulting Skills: A Practical Guide: A Practical Guide.
Routledge.
Van der Voet, J., 2014. The effectiveness and specificity of change management in a public
organization: Transformational leadership and a bureaucratic organizational
structure. European Management Journal, 32(3), pp.373-382.