Innovative internal communication of a new strategic plan : a case study with critical analysis

Swanepoel, Werner (2008-10)

Thesis (MBA)--Stellenbosch University, 2008.

Thesis

ENGLISH ABSTRACT: The real-life problem in strategy communication is generally defined as that strategic plans are not generally well communicated to the workforce and therefore not executed to their full potential. This leads to subordinate problems such as that the strategic plan is not bought into by the employees, which leads to a lack of commitment and involvement. When not well understood, the strategic plan loses its motivational power because employees do not know what their role is. The strategy thus is not likely to have the desired effect on the market. Isolated cases of successful communication and implementation of company strategic plans do exist, which raises the question of what is required from an internal strategy communication plan, and what makes it successful. The research report attempts to answer this question and hence contribute to this knowledge field to benefit future implementers. The literature was reviewed on current approaches to establish criteria for successfully communicating a strategic plan, and a successful communication strategy used at Sishen Iron Ore Mine was documented as a case study and critically analysed. Recommendations for future implementations as well as further research were made. This report identified five main groups of requirements for a successful implementation communication strategy. These areas include the need to engage in two-way dialogue, the need to repeat the message, the need to plan the communication rollout, the important role of the middle manager and the need to show the bigger picture. The methodology is more important than the medium (visual, auditory) used. It is further concluded that, if the skill levels of the workforce differ significantly. it may be necessary to have two or more different communication strategies. Simply delegating the responsibility of communication to subordinates creates the risk of failure. It is recommended that middle managers be trained for this purpose and that the progress in each department be appropriately monitored.

AFRIKAANSE OPSOMMING: Die praktiese probleem in strategie kommunikasie is dat strategiese planne nie gekommunikeer word nie en dus nie tot die volle potentiaal uitegvoer word nie. Dit lei tot ondergeskikte probleme soos dat daar nie inkoop is in die strategiese plan of intensie nie wat beteken daar is 'n tekort aan toewyding en betrokkendheid. Die strategiese plan word ook nie goed verstaan nie en verloor sy motiverings krag omdat werknemers nie weet wat hulle rol is nie. Die hele strategie het nie die verlangde effek op die mark nie. Geïsoleerde gevalle van suksesvolle kommunikasie en implimentering word gevind, wat die vraag laat ontstaan; wat word verlang van 'n interne strategiese kommuniksie plan en wat maak dit dus suksesvol. Die navorsingsverslag probeer die vraag beantwoord en sodoende bydrae tot die kennis veld om toekomstige implementeerders te bevoordeel. 'n Literatuur studie is voltooi op die huidige benaderings om kriteria vas te stel vir die suksesvolle kommunikasie van 'n strategiese plan. 'n Suksesvolle kommunikasie strategie wat gevolg is by Sishen Ystererts Myn is gedokumenteer as 'n gevalle studie en krities geevalueer. Aanbevelings is gemaak vir sowel toekomstige implementerings as ook verdere navorsing. Die verslag het vyf hoof groepe van vereistes geïdentifiseer vir die suksesvolle implementerings kommunikasie strategie. Hierdie areas bestaan uit die noodsaaklikheid vir twee rigting gesprek, die vereiste om die boodskap te herhaal, die belangrikheid om die kommunikasie strategie goed te beplan, die rol van die middel bestuurder en die noodsaaklikheid om die groter prentjie te wys. Die metodologie is belangriker as die medium (visueel, auditer) wat gebruik word. Dit word verder aanbeveel dat, indien die vaardigheidsvlak van die organisasie baie verskil, dit nodig mag wees om twee verskillende kommunikasie strategieë te ontwikkel. Om eenvoudig die verantwoordelikheid van kommunikasie na ondergeskiktes te delegeer skep die risiko van faaling. Dit word voorgestel dat middel bestuurders opgelei word vir die doel en dat die vordering in elke departement dienooreenkomstig gemonitor word.

Please refer to this item in SUNScholar by using the following persistent URL: http://hdl.handle.net/10019.1/18164
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