Communication Plan: Organizational Cultural Analysis

COMMUNICATION PLAN

Core Education & Fine Arts

Ke l l y Ma r i o n COMM 4 4 0 O r g . Co m m Assignment Five B a r b a r a Co l l om b i n [

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TABLE OF CONTENTS

INTRODUCTION This document is an internal communication plan for Core Education and Fine Arts

INTRODUCTION 1

(CEFA) Early Learning School’s head office. The head office is the hub of the business

PURPOSE AND GOAL 1

chain and affect all of those involved with the schools.

BACKGROUND/SITUATIONAL ANALYSIS 2 KEY MESSAGES 2 AUDIENCE/STAKEHOLDERS 3 ACTIVITIES 4

and when communication issues arise internally the repercussions trickle down the

PURPOSE AND GOAL The purpose of this document is to improve internal communication within CEFA’s head office and to eradicate issues that currently exist. In detailing these issues, pinpointing the root of the problem, and providing a solution, the staff at head office can work towards improving their current communication practices and moving forward harmoniously.

MEASURES AND EVALUATION 6

As a result, the business will operate more efficiently and the relationships between

RISKS AND OPPORTUNITIES 7

the business are communicating effectively, the positive impacts relay throughout the

CONCLUSION 7

should be: providing students with the best education possible at an early age. CEFA’s

internal and external stakeholders will improve. When the individuals at the core of chain. The focus can move away from conflict resolution and be put back where it business operations will then, once again, reflect the company’s core values.

REFERENCES 8

“We prepare children for school and for a life lived with purpose.”

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BACKGROUND/SITUATIONAL ANALYSIS

AUDIENCE/STAKEHOLDERS

The communication breakdown at CEFA stems from the top down and is evident

CEFA’s head office is comprised of a team of nine women aged 30 to 45. It is

in both verbal and nonverbal communication. It is clear who the person in

a small team, but there is a recognized and evident hierarchy: the CEO makes

power is through her body language, her voice inflection, and her win-lose

the executive decisions; the developers and managers control their respective

ultimatums. The CEO’s power-over approach (Schein, 1992) is an ineffective

departments; and the coordinators act as the implementers, often executing

method of management based on the nature of the industry and the core values

menial tasks. Departments include: curriculum, finance, marketing, information

instilled in the employees. Efforts need to be made in order to fix the company

technology, franchising, and executive. Though there is a hierarchy, the departments

dynamic and culture, and the changes must begin at the top of the pyramid.

work collaboratively to run the business while communicating externally with stakeholders, such as principals, teachers, franchisees, parents, and students.

KEY MESSAGES

All stakeholders of the organization will be affected by the implementation of this

These key messages should be displayed on an inspiration board or painted on the wall of the office. The more they are seen, the more likely the ideas will be retained.

I work with intelligent, hard-working individuals; I value and respect their input.

plan, as mentioned prior, but the active audience is the employees and the CEO at the head office. They will be the ones to take the recommended actions and track progress as they strive to improve their company culture and communication.

CEO/PRESIDENT/FOUNDER

Teaching to learn and learning to teach are equally as important. Effective leadership takes time to master, just as effective followership does.

We teach children to collaborate and learn from each other — let us practice what we preach.

Sometimes it takes child-like steps to make grown-up sized changes in behaviour.

CURRICULUM DEVELOPERS FRANCHISE MANAGER FINANCE MANAGER COORDINATORS ADMIN

My actions mirror my values and my beliefs and they complement my goals.

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“THE ART OF COMMUNICATION IS THE LANGUAGE OF LEADERSHIP.” - James C. Humes

ACTIVITIES

a narrative, or distributed, leadership style “to frame reality” for employees and, in turn,

In order to improve the company culture at CEFA, the CEO needs to make a few

p.274). In other words, inculcate CEFA’s story in employees and allow the story to spread

operational adjustments. This document lays out three activities to do — or steps

naturally as they become the vision and the values. CEFA is more than a business: the

to be taken — to transition away from a benevolent authoritative style of leadership

teachers are “everyday heroes” and the head office employees are “corporate citizens”

(Mumby, 2013) where the tactic is to command and control. The activities in this

who are contributing to the greater good of the community (Mumby, 2013, p.275).

offer “guiding principles and morals” for their organizational behaviour (Mumby, 2013,

section are directed at the CEO, but they involve all members of the head office.

ADDITIONAL SUGGESTIONS

ACTIVITY ONE Bring an outside consultant in, such as David Katz, Core Values Institute, to determine the core values of the employees (espoused or actual) and see if they align with those held by the CEO. Do they match or complement the company’s core values? If not, that could be okay. According to Wheatley and KellnerRogers, “We can’t change a system by changing individuals” (1999, p.78) anyway, so there is no need to overanalyze and unduly reprimand or fire people because it is not a perfect match. The CEO can use this information to have a better understanding of her employees and as an aid for guiding corporate decisions.

• Build trust and force accountability by holding group meetings instead of one-on-ones.

This also works to distribute power and to foster creativity and innovative solutions.

• Use an online communication platform, such as Slack, to streamline communication while eliminating miscommunication and the “cycle of blame” (Mumby, 2013, p.118). Conversations can be grouped by department as well as one for the whole head office, and conversations can be logged for future reference.

• Adjust the artifacts to match the business of early childhood education. Do not force corporate attire and a corporate attitude into a human-based industry that is

ACTIVITY TWO Focus less on procedures, structures, and compliance, and more on relationship building; the CEO should organize company outings and or lunches for team bonding. After all, organizations are created by the latter, not the former, because it is the emergence of people — their talents and perspectives —

targeted at children and parents. As Schein states, artifacts act as an organization’s “published list of values” (2010, p.23), so be concious of what you are broadcasting.

• Encourage involvement in company decisions. According to Mason’s theory of

that open the door to new capacities (Wheatley & Kellner-Rogers, 1999).

workplace participatory democracy, “members that make decisions based on consensus

ACTIVITY THREE

in these decisions” (Mumby, 2013, p.315). Organizations that allow for little employee

Relinquish some control and let the organization develop and grow organically. Adopt [4 ]

developed in face-to-face meetings are likely to have a strong psychological involvement input often have low psychological investment in decision and the organization itself.

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“THE SINGLE BIGGEST PROBLEM IN COMMUNICATION IS THE ILLUSION THAT IT HAS TAKEN PLACE.” - George Bernard Shaw

MEASURES AND EVALUATION

RISKS AND OPPORTUNITIES

Because the communication issues at CEFA stem from a leadership problem happening

RISKS

internally, the evaluation of success is harder — but not impossible — to track. There

• A disruption of workflow could occur due to the change in business operations.

will be less empirical evidence of improvement and more abstract proof as company morale increases and relationships are repaired internally and externally. Below are a

• The CEO’s and or employees’ adversity to change could halt the completion of the plan; the full return on investment (ROI) will not be unveiled and efforts willl be

few suggestions on how to track progress and measure success.

Send out quarterly anonymous surveys to staff on the topic of work-life balance and company morale for two years. Major change will not be evident immediately as trust takes time to re-build and respect takes time to re-earn.

As company morale increases, productivity will increase ­— use this as a way to

deemed a waste.

• Employees will not be honest in surveys and interviews out of fear of repercussions from negative feedback. This will prevent real change from happening.

OPPORTUNITIES •

level through semi-regular outings and lunch meetings, thus improving morale.

measure success. Look for consistently higher levels rather than a productive stint, as often variables, such as weather or personal life, affect productivity.

•

builds cohesion and a stronger business.

outsider conduct the interviews will allow the communication to be and can provide the CEO with insight on areas in need of improvement.

Group meetings will allow for exchange of information and updates on what is going on in each department. Knowledge of all office duties and how they work together

Have an outside consultant come in for biannual interviews. Having an honest and the analysis made without bias. The results will be telling

Employees will have the opportunity to get to know their colleagues on a personal

•

Change in communications and leadership style can result in improved business operations, better reviews, and heightened relationships with stakeholders, which, in turn, results in more revenue and opportunities for franchising.

The culture and communication practises at CEFA’s head office will be considered “fixed” when: trust between the CEO and the employees is rebuilt; the hierarchial leadership flattens to a more democratic level; messages are consistent; conversations are respectful; and everyone is held accountable for their actions.

CONCLUSION CEFA is suffering as a business due to the flaws in the communcation practises occuring at the head office. The CEO needs to take the appropriate steps in order for operations to run smoothly and the company to flourish. With strategy and patience success is likely.

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REFERENCES CEFA. (2015). About. Retrieved from http://www.cefa.ca/about-cefa/ Mumby, D. (2013). Organizational Communication: A Critical Approach. Thousand Oaks, California: SAGE. Schein, E. H. (1992). Organizational Culture and Leadership (2nd ed.). San Francisco: Jossey-Bass.

Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). San Francisco: Jossey-Bass.

Wheatley, M. J., & Kellner-Rogers, M. (1999). A Simpler Way. San Francisco: BerrettKoehler Publishers.

KJM MADE FOR CEFA EARLY LEARNING BY KELLY J MARION COMMUNICATIONS [8]