Communication report

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  • Publicado : 20 de noviembre de 2011
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Communication Report |
For New South Wales Department of Community Service |
Alisa Chambers, Consuelo Ferrada |

Table of Contents

Introduction 1
Goals and objectives 1
Literature Review 1
Recommendations 1
Cultural change and resistance 2
Inequality and prejudice 2
Power distribution 2
Communication audits 2
Effective communication 2
Leadership 2Conclusion 4
Bibliography 4

1. Introduction
The New South Wales Department of Community Services (DOCS) has undergone structural reform after the deaths of two young children in their care, this report, drawing on the previous communication plan, will comprise recommendations on how DOCS can achieve best practice for communicating with their employees during the crisis and after thereform.
2. Goal and objectives
To develop a comprehensive internal communication strategy for effective communication with employees of DOCS and the Non- Government Organisations they work with, during and after the reform. To retain and attract staff and to foster healthy staff morale.
* communicate need for restructuring to the staff and provide clear explanationsabout why the crisis has occurred
* two-way communication between management and staff supported by consistent message about reforms from all levels of management to their respective staff
* communicate how DOCS’ success depends on the changes
* Keep staff informed of all the changes that take place throughout the whole reform period.

3. Literature Review
DOCS is a good exampleof how internal and external factors have the capacity to create important organizational changes. Important issues to be considered in such circumstances are inequality and prejudice, employee engagement, change management, leadership and communications (Seckold & Redmond 2011).
Scholars argue that there is close link between culture and organisational culture. Looking at organisationallife through a cultural lens can explain how people in organisations think and behave. This behaviour is significantly influenced by a set of beliefs and values. Keyton (2005) contends that “organizational culture is the set of artifacts, values, and assumptions that emerge from the interactions of organizational members” (Modaff, DeWine & Butler 2008). Communication is the tool to implementorganisational culture effectively.
In relation to DOCS, if organisational culture is undergoing a process of reconstruction, communication decides whether managers are successful in guiding staff without causing any doubt and uncertainty. Larkin and Larkin (1994) recommend organisations “establish direct, two-way communication between senior managers and supervisors, who are the most effectivechannel to reach frontline employees” (Harrison 2011, p. 548). Conducting surveys and organising interviews, group discussions are necessary in understanding what employees in DOCS expect from the organisational change. When organisation suffers difficulties and challenges in uncertain time, Larkin and Larkin (1994) argue that it is necessary to set up a routine channel with employees in order toprovide them with precise and useful information (Harrison 2011). In this case, when DOCS is waiting for the response from NSW government to approve an agenda of reform, managers should communicate with employees about any probabilities and possible consequences. Regular contact with employees may help managers avoid negative rumours affecting employees’ attitude and it also helps DOCS figure outwhat concerns employees about their future in order to set up an organisational reform which is suitable for them. Moreover, when DOCS engages employees in discussion about its organisational change, the mutual relationship between managers and employees can prevent DOCS from employees’ resistance to the change. Harrison (2011, p. 543) contends, when employees “are consulted about change and...
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