Effect of Marketing Communication in Promoting Organisational Sales - Coursework Example

Business Case Study Number Department Case study Group Development This project team is clearly in the storming stage of group development. The project team cannot be said to be in the forming process since it has entirely agreed that the temperature in the working environment gets too extreme both for them and the clients. Wirimu can best move the group to another stage and make the meeting successful by reminding every member of the team to exercise tolerance and patience. Wirimu must remind members of the team that they are giving their opinions and not speaking from the point of authority. To do this, Wirimu must ensure that all the members of the team are at par in ranking. The failure to do this is the reason why Alisi’i cannot gainsay whatever Ed says, since Ed is her boss. Mei can also not speak up for the same reason (Marynissen, 2011, 194). The task maintenance role that Ed plays is managing the financial, health and safety aspect of the project. Alisi’i will have to keep the accounting records of the project as Mike looks for the most pocket-friendly package for the project. Mary represents the clients while Wirimu oversees the process entirely carried through. Mei may help install the heat pumps. Problem solving The four problems Wirimu is facing are: the big man syndrome in the meeting (as is epitomized by Ed); inordinate balancing of power among the project members; the presence of hardliners; and lack of proper communication. The major problem is the sharp difference in opinion concerning the installation of the heater, as the way to solving extreme temperature variations. The solution is making sure that the members of the project team are equal in authority and calling for a compromise in the team. It is the best decision that Wirimu has allowed the team to email him. This will help the team carry out a consensus to determine the way forward. Case study 2 Part 1 GameZ new organisational culture can be described as bet your company culture. This is because GameZ is taking on new approaches such as removing Friday evening shouts, appointing three senior employees in a less competitive manner and being emphatic on the organisation’s profitability without factoring unforeseen consequences. The possible reason for Jane’s behaviour may be the detection of performance gap, at the end of the fiscal year. The link between culture and communication is complementary in nature. Organisational culture is relayed through communication, while proper organisational culture fosters democratic dissemination of information hierarchically and horizontally. To develop proper organisational culture, it is important to democratise the working environment so that the entire staff’s input is integrated into the organisation’s synergy and every opinion sampled in decision making (Ashamalla, 2008, 389). Part 2 There is no knowledge management strategy because change in organisational culture is not being consulted or communicated in the entire organisation. Hiring the finance, marketing and distribution employees without subjecting the same to a competitive process also smacks of poor human relations management strategy. Developing knowledge management networks within the company will entail: the incorporation of communication and consultative culture in the organisation; and the embracing of job specialisation (Anyim, 2012, 58). Case study 3 The barriers in the case study are lack of ample time, absence of accountability and clear chain of command and gross indiscipline. To overcome these barriers, it is expedient that Joshua Tuvalli as the owner of Green’s Consulting gives his employees ample time to work on any given projects in days to come. Secondly, it is binding that Mr. Tuvalli sets up proper organisational hierarchy so that Hone, Jia and Emily can report to a higher authority. It is through this hierarchical line of command that appropriate stimuli, such as rewards and punishment, can be ratified and used to rein in the gross indiscipline, selfishness and childishness on the side of workers such as Emily and Jia. The project is successful on several accounts. First, it is Mr. Tuvalli, a party independent to the team, who appraises the project. His independence rules out conflicts of interests. Secondly, although it may have been logically sound that the project incorporates the input of the entire team, then Matt and Hone’s input suffice for the international appeal. Above all, the main agenda for the results was result-oriented, not the overall organisation’s input. Mitt produced the needed results. In case the presentation fails, the entire team is culpable. Mr. Tuvalli, Emily and Jia are to be blamed. Mr. Tuvalli did not place a chain of command to make people answerable, while Emily and Jia lack commitment, diligence and discipline needed to see urgent projects succeed. Jia refrains from speaking much because she must be lower in organisational rank. This is seen in the fact that out of all the people, Anne demands her help in talking to a client. Case study 4 Part 1 The bullet points in the case study are opinions whose validity may be questionable. This is because GameZ did not have an open communicative culture for employees to know this. Likewise, the values expressed in the opinions such as increased profitability are not consistent with highhandedness and execution of unitary decisions and recruitments. Part 2: Report Writing To: From: Re: Report on Focus Group Meetings with GameZ Staff to Establish the Reasons for Its Negative Attitudes Following the task that I was assigned to establish reasons for the staff’s negative attitudes, it is important that I report establishment on the same. Employees are categorical that there are going to be redundancies, going by the CEO’s email. Others cited the CEO’s toughness on them, as others argued that since the CEO reduced jobs by one third in her previous job, she was likely to replicate her action at GameZ. These employees remained poignant that, courtesy of the CEO’s management, GameZ made profits despite the recession. Nevertheless, the staff felt that much greater profits could have been netted, hard everyone been involved to work harder. The scope of this report is limited to the staff’s opinion, given that the method of collecting this information has mainly been the sampling of the staff’s diverse opinions. This report is tabled with much anticipation of corrective measures that will GameZ go to greater heights. Yours sincerely, Case study 5 It is most probable that Jane supports the authoritarian theory of communication. This is because, just as this theory of communication does not factor freedom of expression, so does Jane also not consider the feelings and opinions of the rest of the employees. The only advantage of this theory is that it saves time and money that would have been spent in soliciting and sifting through different opinions. The disadvantage with this theory is its inability to embrace plurality of views. Secondly, authoritarian theory does not consider the humane aspect of communication, and can thereby immediately take away team spirit from any other organisation (Rangriz, 2011, 84). It is obvious that Jane did not choose the right channel of communication. Downsizing of employees or anything relating to it is a serious thing and must therefore be communicated in a face-to-face approach. The best theory that should have been used is the democratic participant media theory. The advantage with this is that there is no bureaucratic control of information, so that the place of one-to-one exchange is maintained. The disadvantage with this approach is that it brings in the consultative element with it, yet retrenchment of employees is something that should be done in a resolute (but humane) manner. The language clearly describes what will happen, since the meeting was supposed to prepare the staff for a looming retrenchment. Nevertheless, Jane does not use the right language in light of the audience and situation since it is most probable that the staff is tense and uncertain about their job security. The words have only exacerbated the situation. Case study 6 The non-verbal cues that the project group should have used to show their listening are attentive body postures, note taking and the nodding of heads. The questions that the group should have asked Wirimu on the heat pumps are: the version of heat pumps he thinks is the best; the amount of money that has been allocated for the heat pump; other roles that the project team can play to help him with the upcoming major presentation (Odunlami and Bolanle, 2011, 410). The three most important things that Wirimu must remember when making the presentation are as follows. The first one should be the presentation on how the project of installing heat pumps is necessary to the organisation, Hart Plastics. The second one is the price analysis of the manner in which the installation of the heat pump will cost Hart Plastics. Above all, Wirimu should explain at length, the manner in which the installation of the heat pump will benefit Hart Plastics. While going about this, Wirimu should not forget to mention the prospects of increased client base, since the fact that Hart Plastics’ clients were complaining about the coldness in the organisation’s premises means that some clients must have eschewed visiting Hart Plastics. Wirimu must also not forget to explain employee motivation that will come as a result of the installation of heat pumps. References Anyim, F., 2012. “The Imperative of Integrating Corporate Business Plan with Manpower Planning.” International Journal of Business & Management. 7 (8), 56-62. Ashamalla, M., 2008. “Business Plan.” Journal of Small Business and Entrepreneurship, 21 (4), 381-91. Marynissen, H. M., 2011. “The Relationship between Organisational Communication and Perception.” Acta Chirurgica Belgica, 111 (4), 193-9. Rangriz, V., 2011. “Information and Communication Technology & Organisational Performance: Different Approaches to Evaluation.” International Journal of Global Business, 4 (2), 73-90. Odunlami, I. & Bolanle, O., 2011. “Effect of Marketing Communication in Promoting Organisational Sales: A Case Study of Sunshine Company.” Journal of Emerging Trends in Economics & Management Sciences, 2 (5), 408-12. Read More