1Background and area of focusAccording to Roger Cahill, the communication environment that exists withinBOLDFlash is one of unproductive conflict between the main departments (Beer & Shelton,2012). Uncertain terminology, knowledge gaps between departments, assumptions aboutprocesses, and lack of clear definitions of roles and their responsibilities in the businessprocesses are the critical areas of concern. Lack of consideration for current manufacturingprocesses from product development also causes issues, and lack of understanding of businessprocesses from other departments (Beer & Shelton, 2012) is also the reason for this situation.The area of focus should be the internal business processes that help the company work bettertogether and ensure its success. More communication enhancements can be applied to bothinternal and external communications after these business processes have been improved.Planning and Communicating with StakeholdersKey stakeholders and Established PracticesThe management: “Kevin Cheng, Director of Manufacturing; Karl Melzer, Director ofProduct Development; Kavita Patel, Director of Marketing; and Chip Bryant, Director of Sales”are the key stakeholders responsible for developing and managing the internal businessprocesses. They are also responsible for implementing the changes in the business processes.Therefore, the inclusion of stakeholders is significant. By including in all processes, it providesan insight to the other stakeholders about the other processes that are outside of their domain andresponsibility. Also, they will be able to share the opinions and affects about the proposedchanges if they have an insight about other processes. This helps in decision making.
2The communication framework should be same across the departments. It should have aclear process and “encourage and foster a culture of collaboration” (Lash, 2012). By this therelationship between the teams strengthens. This would be the effective way. All teams across thedepartments should have a same communication channel to interact. This helps in collaboration.An effectively managed process is a process in which the activities, resources andbehaviors are planned, organized and controlled in a way that the outputs achieve specifiedobjectives as illustrated right(“Process Auditing,” n.d.). When communicating with thecustomers, one should have a valid information about the product availability instead ofassuming the availability of product (see Appendix B). For instance, when sales team reach outthe manufacturing team regarding the product and if they don’t hear anything in 2 days, as pertheir process they will assume that the product is available and give the delivery date tocustomer. However, after the acceptance of the order, if they get to know from manufacture teamthat the product isn’t available then it leads to customer dissatisfaction. So, giving a validinformation to customer is essential. When implementing a change in business processes, theprocess audits can be conducted regularly to know if the process is effective. By doing this, thosewho involved in the audits can raise their concerns, discuss the impacts, and can also give thesuggestions.
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