SAMSUNG’S COMMUNICATION

PLAN Candace Clemens

AET 560January 9, 2017Melanie Latin

Rational for Communication PlanDue to inadequate managerial oversight of second party or outsourcing product suppliers, the batteries in the Samsung’s Galaxy Note 7 smartphones defected.  Thus, resulting in the need to facilitate change in oversight of second party providers and consumer safety (Lee, 2016).

■    Launching Samsung’s Communication Plan■    Required Technology ■    Measuring Effectiveness of Samsung’s Plan and Management’s Response  ■    Generating Feedback on the Change Process■    Addressing Negativity to Change■    Impact on Samsung’s Organizational Change■    Conclusion■     References

(Cawsey, Deszca, and  Ingols, 2012)

Launching Samsung’s Communication PlanFour phases of the plan are:

 Preapproval – Top Samsung management is engaged and committed to the change process.Developing the Need for Change – Communicating the need for and steps need to be taken to ensures success.  Midstream Management - Data from continues feedback is analyzed and the plan is adjusted accordingly. Confirming the Change Process- Results of the plan are shared, and celebrations for achievements are held. (Cawsey et al., 2012)

(Google Images, 2017)

Required Technology■ Emails■ Telephone/Skype■ Video conferencing■ Face to face■ Video, print, and electronic

newsletters■ Social media■ Corporate blogs■ WebEx        ■ Translators and translation

phone services. (Cawsey et al., 2012)

(Google Images, 2017)

Plan to Test EffectivenessKirkpatrick’s Model for Assessment

Level 1-Reaction■  Employee feedback

questionnaire/survey■  Informal/formal comments

from interviews■  Focus group session with

employeesLevel 2- Learning

■  Pre- & post-testing■  Employee self-assessment■  Supervisor assessments ■ Supervisor, peer, & team

reviews■   Surveys

Level 3-Behavior■ Employee self-assessment

questionnaire/surveys ■ Employs observations■  Employs interviews ■  Input from customers, peers, &

managers

Level 4-Results■  Financial reports■   Quality inspections■  Interviewing with employees,

teams,  & managers■  Customer, employee &

management surveys (Kirkpatrick Partners, 2009)

Impact of Management's Response to

the Organizationa

l Change

■ Management’s response to the change process is critical.

■ When all levels of management are involved, fully participating, and communicating thought out the change process with employees organizational enthusiasm is sustained, focus on the goals and vision statements are enhanced.

■ Management’s response provides transparency for the plan (e.g., benefits to individual and Samsung), provides guidance and direction, and elevates the negative atmosphere that develops around change.

(Aguirre and  Alpern, 2014)

(Google Images, 2017)

CONTINUES FEEDBACK FOR IMPROVEMENT

 Survey feedback is a means of collecting meaningful data to fill in any gap detected.  Originally developed by organizational development specialists, survey data can stimulate and advance conversations. Also, surveys provided insight concerning what is going on in Samsung, how stakeholders are feeling, and how things can be improved.

Feedback from surveys is used to raise awareness and understanding, provided information to advance the analysis, and build support and communication for actions that will benefit both the stakeholder and Samsung.

 All data from all sources can be used to monitor and adjust the organizational change plan at any stage. (Cawsey et al., 2012)

Addressing Negative Responses or Communication about Change

■ Changes will be articulated, and specific steps of the plan that will be undertaken need to be clarified at all stage of the communication plan by all levels of management.

■ Address in groups and individual how the restructuring at Samsung will affect individual employs.

■ When implementing change, leaders should use extensive and multiple communication channels to  nurture employee support and alleviate resistances. (Cawsey et al., 2012)

(Google Images, 2017)

How the Communication Plan Can Affect Organizational Change

■ By using data to drive organizational change and providing a plan of action for stakeholders to rally around.

■ Organize and manage competitiveness through a shared vision.

■ Build an environment for the new plan, strategies to carries it out, and create motivation to carry out the plan.

■ Foster a consensus for the new vision, competence to enact it, and structures to achieve the goal(s).

■ Create revitalization in all areas from within the organization.

■  Utilize new and revised structures, policies, and systems to lead recovery.

■ When difficulties arise, use data to monitor and adjust the organizational change process.

(Cawsey et al., 2012) (Google Images, 2017)

Reference

Aguirre, D. and Alpern, M. (2014). 10 principals of leading change management. Retrieved from http://www.strategy-business.com/article/00255?gko=9d35b .

Cawsey, T. F., Deszca, G., & Ingols, C. (2012). Organizational change: An action-orientedtoolkit (2nd ed.). Thousand Oaks, CA: Sage.

Google Images, (2017). Retrieved from https://images.google.com/

Kirkpatrick Partners. (2009). Training evaluation that delivers measurable results. Retrieved from http://www.kirkpatrickpartners.com/Home/tabid/38/Default.aspx

Lee, J. (July, 2016). Giant in transition. Retrieved from https://www.bloomberg.com/quicktake/republic-samsung